aka The Values Journey and integrated psych, sociology, neuroscience, etc models about human behaviour. [Update info next so can JUMP TO VI]

2023: sailing the Great Barrier Reef and health is taking priority - though had to convert the site to new Google site format. That has caused some formatting issues <sigh>. Back to researching/writing 400k words, 1000pp August2022 Book target 2k pp. 500+k words  & 1100+pp ATM [back to civilization, origins, evolution]

2023Apr Plodding along chasing down the influence of the psychopaths since well before our pre-agricultural era and how it manifests today. The influence of the PSYCHOPATH <-- studying dysfunctional behaviour in business is what got me into this field. This is the pinnacle!

...Forever updating pages - see Site Activity at the bottom left panel. [FYI: Dark & Light Tetrads added end 2018 & again 2022]

hoping to add newer models but perhaps with little description/explanation since I'm not writing much these days. At least you'll have some models to think about. 

2018 I'm still researching & writing more for courses on "How People Tick" I present and 'The Book' so don't update this as often now...  

December 2018 & book is 80% 50% written at 350,000+ 380+k [2022]words [I have added another 'part' so it's grown] & NO LONGER doing the structural edit - it's like walking through quicksand <groan> - as I said sailing is more fun ATM. 

Email me [goleby.strategic@gmail.com] for a free copy when [if] it's done. This editing phase is time-consuming!!! At least it'll be orderly, not like here!

Makes sure you read the TEA BAG [now just TEA - Thinking, Emotions, Action aka behaviour] page next

So much hasn't been added and updated here. 2017: Using VJ terms, I have Henriques' Character Adaption Systems Theory and Ron Sun's CLARION memory/processing model in particular to add which leads to AI, poignant in 2023. Then there's Reversal Theory & Catastrophe Theory... Did I mention Satir's Change Model to come? Adding Expectation Fulfillment Theory as I tackle dreams & hypnosis & revisit memory. Seeking integration of theories! 

M

TWO SHORT PDF INTRODUCTIONS at bottom to download [bigger one has many other models too] 

Sorry for the mess; it's a braindump, not a training or marketing site ;-) Hope you understand. BTW: started around 2006 & a lot is not updated. There are copious academic papers in the ref section [though not updated for probably a decade]. Perhaps it's time for me to start from scratch with a new website to get some order again!!!

FOR YOU, a good place to start:

...is this page [duh] - The Journey is an overview of STAGES of life over time, then go to TEA BAG for more drilling down & uncovering people's deep motivations [values] at STATE level [in the moment]. Because hidden and painful behaviours are more problematic than 'good' ones, look at the worst to prepare you to process and make sense of some difficult individual and social behaviours - The influence of the PSYCHOPATH - then go back to chasing down the basics.

It's important to keep in mind the zoom in & zoom out approach to see where I'm coming from - eg individual-social or into one paradigm or the overall journey or a particular grouping. You might be familiar with the chunk up, chunk down terms also street or helicopter views - same same. 

However, for me, one major thing to get out of these readings is that there are many PERSPECTIVES that one can take to a situation [including applying zoom in-out]. The ability to shift between the models will give opportunity for clarity via the perspective-taking, hence Wiser Choices [a model for later] & flexible pragmatic responses. 

Another approach I'm taking here is to integrate multiple bio-socio-psychological models as I get time/energy/will to interpret in PCVJ terms. Enjoy your journey. 

After that, follow your nose, or as the links take you! Enjoy

There's always Perspectives of Time & Relationships [Self-other] [now renamed to Relational Time to reduce confusion with other models]after that

THIS SITE IS ALL ABOUT "HOW PEOPLE TICK"

Values Intelligence... 

the smarts about what you REALLY value deep down to prioritize behaviour, & how it affects your & other's behaviour. 

i.e. What makes YOU, OTHERS, & GROUPS 'tick'!

Emotional intelligence is more socially-oriented [surface & hidden values]; Values Intelligence includes that & more on our biology, our senses, which predates & prewarns us of our 'deep values' in living life. 

This website is for/about YOU! {and your business, corporation, nation, club}

[image source: http://www.friendsofhu-friedy.com]

Leonardo da Vinci said:

“Whatever you do in life, if you want to be creative and intelligent, and develop your brain, you must do everything with the awareness that everything, in some way, connects to everything else”.

Introduction

Firstly, models from Dr Dave Robinson are mostly a result of peer-reviewed, published, academic research, though my 'interpretations' &  commentary are outside that rigour and often follow a story-telling mode.

I've recently added a slew of my own models, TEA, Perspectives, Volatility, Flourish, etc, as well as tickling a few of Dave's somewhat.

You can use The PCVJ as a simple map to human behaviour ...or add in the other models for greater depth. As you go through life, the people or organisations that you meet will tell you their mindset or Value Station' by their words and behaviours. That then can help you to communicate and work with the differing viewpoints. The TEA BAG view [using VJ terms] is a relatively new & another simple view that complements. If you are into NLP, you will see a slew of similarities in the TEA view.

.................

These writings discuss the sets of human values [aka Value Stations] which form cultures and communities from which arise their emotions & thinking patterns [well, a bit of a 2-way street there], and hence choices made and thence expressed as associated behaviours.

For the business/.gov pages, we could frame this as 'values-based leadership' though it has wider implications and applications; 

for a society or nation, this is explaining our overall 'culture';

for individuals, it's more or less seen as 'values intelligence' or a personal growth tool [& for empathic communication].

Essentially, there is little difference when looking at an individual and their values, or an organization, or indeed, a nation... All aggregations of people [the collective mind?] demonstrate an aggregated value set just like an individual's aggregated set, after all, the constructs are made by people [individually or collectively] in their image! 

People & businesses often [usually] don't understand the 'path' they are on in life & the challenges they will meet - some in themselves, some in others - because of a limited 'view' of themselves and their futures. The Disclosure Grid [similar to Johari Window] will explain some of this phenomenon of blind spots, as will some readings on Cognitive Biases. Humans have lots of 'traps of understanding' from our evolution. E.g. simply, from NLP: deletion, distortion, & generalization

MY intention here, essentially, is to stimulate multifaceted thought and dialog across paradigm/value-station and professional boundaries. 

[This website is a essentially brain dump, not wonderfully structured yet]

Axiology = the study of values

After being absorbed by study of these models since I saw them first - their simplicity and holism - I'm wont to borrow from Einstein and call the PCVJ & models the 

Unified Behavioural Theory UBT of Dr Dave  2012 mg - I'm not sure if I'm joking or not there - seems pretty reasonable - maybe that's the joke! ;-) Enjoy!

You can use this shortcut to get here: http://bit.ly/valuesintelligence

Keywords: leadership, communication, dysfunction, maladaption, motivation, change, values, ethics, conflict resolution, synergy, teams, learning, entrepreneurs, competence, personal growth, ways of thinking/behaving, paradigm, worldview, mindset...

The PCVJ chart & models are TOOLS to map, guide, learn about, & navigate the journey of mankind.

Every traveller needs a map; this...

...is a map of the human Values Journey

The above graphics show the core Values Journey model - The Personal & Corporate Values Journey [above & shown in detail down this page]- with other general and integrated models surrounding it. [click for larger view]

This also has a corresponding business model called The 13 Business Keys used for executive development, consulting, & training... 

...AND now [2010] The 7 Steps to Sustainable Business Success available via Academy of Business Acumen [& affiliates] which will replace the 13 Keys.

...............

“We don't see things as they are, we see things as WE are.” - Anais Nin

 ...............

A map

A map does not give you the experience of a place, just directions of how to get there & some likely environments that might be encountered.

A quick overview is on The Really Short Version page, or continue here for more detail and stories. 

While this starts as a generic map of human values, YOU create the detailed map to suit your individuality or of your particular human entity (firm, group, or community).  This material draws on wide-ranging cross-cultural research, behavioural sciences, and human history to build a picture of how, why, and where humanity as a whole or as individuals (or their creations) are headed.

Remember, a map is not the territory...

I spent many a time in the Army (and in civvy street) following maps through bush and all sorts of terrain - I was good at interpreting the signs to know where I was but it was not initially natural for me. In the services, I had an advantage in that I was previously a draftsman who drew maps and other drawings using symbols - I learned how to interpret for meaning. I also was bought up on the outskirts of a city with bush and mountains as my childhood playground - that was my experience coming into the mix (no maps in those days). As  a youth camping in that bush, I was variously chased out by bushfires and flooding rains and cyclones... They were learning experiences of what NOT to do as much as what to do NEXT time... In hindsight, maps ARE useful and you NEED to understand the symbology.

Symbols: The stop sign

Humans use symbols and drawings every day as pointers to greater meaning. Even the humble stop sign has a lot of built-in meaning - in its shape (octagon - instantly separated from 'normal' rectangular signs) - coloured red (a danger or warning colour) - with the word 'stop' (a language symbol) - plus a specific roadside location for the sign and associated with a line on the road. As drivers, we have learned (remembering subconsciously now) what it means for us to do (a behavioural guide). 

The [relative] positions of the PCVJ symbols are relevant too.

Keep this is mind: Symbols are emotionally & psychologically important... 

Although we will dissect them, try to hold on to their completeness. Or like Arthur M Young would say: analyze the recipe but eat the food too!

Naming things enables us to differentiate between them, but names are words, and words easily give rise to confusion. They do not replace the thing or direct experience of the thing which they name, but only represent or describe it. Tao Te Ching

The Personal & Corporate Values Journey chart (PCVJ) 

...is like that - a collection of ordered symbols to help put meaning into what are otherwise complicated human value systems - to assist in all areas of human endeavour. Each Value Station symbol represents a life stage, a social stage if you will, usually transitional, though sometimes appearing as a chosen resting place (however, they are transitional in the LONG-term).  It also shows the capacity limits [could apply Tipping Points here] of each cultural pattern. 

The models have been deliberately kept as 2 dimensional for simplicity. They have third & fourth dimensions of cycling/depth and time which will be included as we delve. If you like it more complicated, have a very spacial mind, or like eosoteric views, you may prefer Spiral Dynamics [SD or SDI] Google: Beck & Cowan, or Wilber. There are other interpretations cognate with Graves' ECLET.

Keep reading...

But before we get too involved, an apology... This site is currently a conglomeration of contiguous writings from multiple sources (e.g. our research notes & publications, & others' ) and will be disjointed for some time as it is edited on-the-run. You'll recognize the changes in style or themes... At this point, I just want this stuff 'out there' - raising questions, answering others... feeding curiosity. Maybe I'll sort it out in time (ahh, what time!!!). 

...and next, recognition and validation of Dr Dave Robinson, recently Associate Professor of Entrepreneurship Bond Uni, recently of Imagine College, & Professor of Management Studies at CQU (Australia)[2010] & visiting Professor elsewhere, now at RMIT Vietnam as MBA Director & AProf (2015), who developed and first showed me these models and encouraged, led, and supported me and a collection of other fellow seekers into the world of academic research and publishing and then taking this to the world for practical use. Dr Dave's upbringing, knowledge, and experiences in South Africa in times of strongly divisive cultures & his exposure to Don Beck's influence impacted powerfully to bring him to this understanding.

The original research began with Em. Prof Clare Graves who sought patterns within the current knowledgebase. He approached psychological development as biopsychosocial systems. He came to see that external life conditions (existential problems) leads to congruent internal neurobiological facilities (mental capacities) to create a level of psychological existence [worldview or value system] and that each level of existence is often hidden and a complex interaction of BOTH nature and nurture hence integrating personality and behavior. 

Dr. Graves' comprehensive model of adult biopsychosocial systems development is called emergent cyclical levels of existence theory ECLET. His theory suggests that these levels are not people 'types'  but ways of thinking about a thing.

Hey WORLD, this is essentially Dave's further developments at the human 'systems' or integrative level and I'm just telling it my way. Dave, forgive the gaffs and... everyone...

'M' (Mahesha) Goleby, MBA [Entrepreneurship, Leadership, & Strategy]

For corporate or educational speaking engagement enquiries for Dr Dave Robinson  

go to contacts page 

This writing is dedicated to my wife, Helen, my daughter, Xanthe & her kids [my grandkids], Jed & Tahli... though I'd be extremely surprised if any of them ever read any of it. 

I can wish; I can hope; I can keep on keeping on! When the time is ripe...!

Meanwhile, some links:

For a very short musical /casual intro to Dave... http://www.youtube.com/watch?v=609bLWklMZE . If you are a Facebook member, search for us there too (can't figure out how to link it to here). Some Dave on guitar... http://www.youtube.com/watch?v=8GUGylPY9Ds Also, see Contacts & Publication References page for more blurb.

A business-related blog by Dr Dave & myself: academybusinessacumen.blogspot.com [note: NO 'of']

We are also on Facebook:

http://www.facebook.com/pages/Academy-of-Business-Acumen/143073689068329?sk=wall

....................................

Navigating this website:

As you see in the hyperlinks at the top, there are several specific versions (living documents) for children, for individuals, for corporate/bureaucracy (business & .gov). Apart from a general discussion about the Values Journey, most of the extending material is then focussed on business application but applies to any human cultural setting. Later, we will delve into some errors-of-thinking that humanity will have to face... and hence adapt even further. We're good at adapting though sometimes not fast enough to avoid a lot of pain (crises).

There will be elements of psychology, behavioural science, chaos theory, and much more  throughout this discourse. I mention chaos quite a bit as, to me, it helps explain the disruption as one goes through the change that is implied on the 'journey'.  The most obvious chaos is during change when crossing the divides (see later); while the simple and complex are ends of the chaos spectrum and at the same time at the same end - ah ha, viewpoints! So simplicity, i.e. these minimalist models, tries to describe extremes of complexity of human beliefs, emotions, and behaviour in an understandable and memorable way. This is a tool.

Generally, go this path for an over view, then diverge as you find necessary:

1. This page for the basics..

2. The TEA BAG View [newest page & I hope you find this perspective very useful]

3. More on Values Stations

4. Even More on Values Stations

5. Understanding F.E.A.R. is handy before plunging into...

6. Stages of Change [if you are into hard core change - transformation, search here for Dabrowski]

7. Systems & Integration - though this may be hard to take for some initially

For business applications:

1. Know the basics (above list)... then

2. start with the corporate version

3. communications compass - leadership styles

4. ethics & the synergy star - working with difference (conflict) & (core) problem solving

5. systems & integration - strategic thinking & working

6. then there's more on team building, crisis management, etc

7. the above and more through the 13 Business Keys Executive Development Program (our corporate training program), refocussed & repackaged as The Seven Steps to Successful & Sustainable Business 

8. through consulting, add decision process & flowcharts for most sectors [they probably won't be  represented in this website]

Start slowly, digest, enjoy... you'll only see what you will accept... just remember, in the dark recesses of your mind, that you read about this once and then revisit here when the urge takes you again - perhaps decades down your life journey... when you are ready to see/accept your next step. Meantime, enjoy!

While you read this, consider Plato's Cave allegory or perhaps The 6 Blind Men and the Elephant story: Our own 'reality' is constrained by our understanding, perception, and limitations imposed by our belief systems. To be truly empowered  and free is to look beyond that which we know and have experienced - to be open to new ideas, to wonder, and be willing to navigate our  life knowing that there is more... 

Having said that, "Why are you reading these writings because I know that I/we know very little in the scheme of things"... but if this can help, great, enjoy! 

Let's roll!

The Personal & Corporate Values Journey chart: 

This 'JOURNEY' and associated graphics are models representing different views of those human systems, from the INDIVIDUAL, to SOCIAL & WORK GROUPS, to whole NATIONS - these world-views presented represent collection of values that creates the human cultural journey! And what a wonderful journey it is. 

As the Value Stations have considerable overlap and are distributed (i.e. one shares various degrees of a few value stations) at any particular time in the life of a company or individual, they are more convenient and useful than actual descriptors. Far later, when we discuss congruency and consistency of behaviour you will see more on this.

I'd like to start at the beginning, but it's a circular story... you learn a bit and then have to go back to the beginning to make sense of it. You just read some, jump around looking at the various models, and read widely until it 'gels', until the puzzle becomes clearer. It's like a jigsaw puzzle - look for the edges first - find other patterns - put them together in your mind - and persist... (p.s. the detail will come; look at the big picture first). This is as much story of my experiences (as well as education) and unsurprisingly, it applies to any human endeavour or entity because we are all subject to the 'human condition' - but there is a strong business focus, hence the inclusion of 'Corporate' in the title. It could equally be called a journey of 'Ethical cultures', too.

Here is the full PCVJ chart again... variously detailed diagrams follow as I discuss. 

NOTE: You can (or should be able to) click on any web diagram and a higher resolution one will load.

So... I'll start by explaining that the models of Dave's you see here are emergent models of recognizable patterns based on a century or more of practical and academic research and modelling in psychology and sociology, motivation, pedagogy, business and organisational dynamics, etc... even viewpoints of spirituality (later). All those studies look at aspects of those strange creatures, human beings! Let's put them all together and see what comes of them. 

Oh, much of this material has been reviewed and published by academic peers... but like me, you are interested in the practical uses of this, aren't you? What are they? (I've included references if you enjoy digesting academic writing - yes, I co-wrote a couple too though I tend to be 'down-to-earth' in my writing here). 

A text book for novice academics in common language is still coming [as at 2015, many false starts & distractions]

Well, you ask, why! What use is this!!! 

Uses include: for personal or business communication, for building community, for understanding other people or oneself, for personal freedom, for teaching, for peace, for leadership, and for me - all the above and for guidance along my journey of life.

Values, Behaviour, & Ethics:

Our deepest values drives our belief system. This is apparent in our thinking patterns and behaviour which we can 'classify' as our ethical stance or moral standpoint or 'collection' of values, that is, our value set.  

So, want to change your behaviour? Become successful, happy, achieve, or just 'be', even change the world's behaviour, or perhaps just appreciate viewpoints of other people?  

Let's look at YOUR underlying values, where they came from, if they help or hinder you. Then YOU choose... where to go from here! These visual tools help us, as individuals or groups, to learn and grow by making wise, informed choices for our futures based on understanding who and where we are and where we are going...  i.e. what PAST values work our deep psyche; what FUTURE values we ASPIRE TO - whether success, peace, power, helping, fitting in, or leading - whatever! Then choose what to learn NOW to get through our journey - business or personal. The moment of 'choice' is discussed in Stages of Change.

Well, there's a starting point. Depending on where you come from, you usually need a lot of innerpush to change/learn/move on. Often a life crisis gets us here to that choice point... understanding the cycles/journey/ motivation helps us move on; for me, just being while doing (being in the 'flow') is my ultimate goal. Like any journey, it's taking the first step, over & over - another first step the next day. Learn, step, resist, experience, step, feel good & settle, step... and so on! 

And remember: three steps forward, two steps back... give yourself permission to backtrack, to 'fail', to review and not necessarily accept your situation in life. Regression is expected and normal. Some (errr, all) of the 'changes' or 'mindshifts' required on The Journey take some 'push' to get through. Reframe your 'mistakes' and call them 'learning experiences'!

What can be expected on the journey?

Cultures (people, corporations, or nations) 'cycle' through different 'Value Stations' in their lifecycle. As people are born and grow, so do businesses start; grow; mature; decline; perhaps be 'reborn' to grow some more or die...

Each of these Value Stations or worldviews needs to be viewed as a generalization, a 'high point', or coalescing of values in an [often] contiguous life and is NOT a solid or fixed 'position' - not rigid 'types' in effect or in time as our thinking/feeling ability is situational [cf: with family & at work]. There is an amalgam of stations for us all, sometimes balanced, sometimes not, sometimes outrightly dysfunctional. Regression & progression is usually sporadic... & not often by choice!

Using the colours and shapes now starting with the amorphous Purple. One cycles from Purple (the starting point for the current world cultures) to however high you have reached and one may have set-backs that put you back to Purple for the time being. Consider how you or your family has grown (or not) - how civilisation HAS changed throughout history - while trying to make sense of 'The Journey'.

Without going into detail of a Value Station just yet, if one was a Red: You then cycle Red, Purple, Red, etc. until you decide to make the mind shift or jump to the next level (Blue). The Red shape is a bit 'pointed' and sharp as is their behaviour! 

For those who are familiar with Maslow's Hierarchy of Needs, you can imagine that hierarchy operating in each Value Paradigm. One grows through the stages until at the point of self-actualization, one makes the mind-shift to the next worldview... and so on. This cycling upward is the essence of Spiral Dynamics* too if you wish to read on that [*PCVJ & SD are cognate with Graves, as is Neuropower, & others]. But say, you are Orange (a business paradigm), a setback like business failure might trigger another cycle - back to basics Purple, Red, Blue, then back to Orange. We are usually comfortable with the highest paradigm we have reached, but not in the others so we would try to get to our comfort zone as soon as possible. We may also cycle several times before we are ready to move upwards. I'm using 'upwards' here assuming that we evolve into somehow 'better' beings or organisations. Note that the Orange shape is based on the Red Triangle but with 'softer' points - not so prickly.

As I said, these emergent constructs are evidence-based (with lots of published research that relates well to the anecdotal evidence you may know) - not just theorizing. These visual models are, of necessity, simplifications - to help your understanding - a tool for learning - a road map to get to a a desired 'state of mind' and behaviour.

Meanwhile, refer to the above graphic, and preferably print it out to make notes on it, as you read on...

Also, it is useful to have a look at this video for Brad Sugars' view on values and identity (I think these two need to be swapped in the video, however... let's not get stuck in the detail) http://www.youtube.com/watch?v=dkEhfHRc-Gk

The Personal & Corporate Values Journey (PCVJ) chart (1998) offers different ways looking at your thinking and behaviour... you choose where you travel! Enjoy your journey 

BTW: there are NO shortcuts - learn fast! 

If you DO take shortcuts, you may get 'stuck' in that paradigm or become unbalanced & have to revisit your lessons - your choice.  

[See Dysfunctions]

How we begin: 

Essentially, we alter how we think, what we value, and how we behave as we learn the new ways of perceiving the world.  None of these Value Stations, worldviews, or 'mental positions' is right or good - they just are.

Think of children growing! 

First, as babies or at school they are dependent for food & shelter (Purple) - then teens trying out their power (Red rebelling?) as they seek independence but then losing some independence while learning the ropes (moving into/through Blue) and working for (at least) financial independence. Then later, marrying & having kids (learning to work with relationships and hopefully working with a bigger plan for your now more complex family life). ALL 'jumps' between stages take a shift of understanding & behaviour - a shift of priority of our driving values. ALL jumps have a degree of pain and chaos before we settle and feel more comfortable. 

Strangely, our research shows (probably because we are looking at human systems, individuals or whatever size) that this staged emergent model applies to corporations and nations as well. Companies go through startup (Purple/Red) and settle for a while as they consolidate by establishing operational systems and process (Blue) before seeking a next growth phase again (Orange) and so on... (that's the simple version).

This model is often applied to business, and the emotional component of change and growth is not always addressed or apparent in writings. Be assured, the emotions can be strong, especially as one 'jumps' between worldviews. It takes a purpose (call it emotional drive) and commitment (from emotional toughness) and flexibility (emotional awareness & readiness) to move onward. You need information and knowledge but there's more to it - take that to levels of understanding 'stuff' and process... i.e. more than living in your head... more on emotions and action (the experience) later. 

Put these all together, and the journey is about extending our capacity for rational thought (using our IQ more) by tapping into our emotional capacity (EQ) to go through the (inevitable) chasms/hurdles (that give us life experience) to develop/expand our worldviews to find our personal freedom (whatever that is) - like the other acronyms, you might call it developing our Values Intelligence (VI). When we can see the typical journey (perhaps using this 'map'), we get prepared for the various aspects of The Journey.

I 'know' that after a good night's dancing that I'm going to groan going up the stairs to the bedroom, and similarly groan in the morning before my calf muscles loosen up. Do you think I'd miss out on dancing because of that pain? NO! I get a wonderful benefit from dancing - that benefit comes first in my mind. Understand and manage the costs of growth but focus on the benefits (especially long-term) to get you through. That sounds like business!!!

No-one gives up smoking:

The Journey is like changing habits. You just substitute another (hopefully) healthier habit. You have to want to, commit, and strive to tough it out, and cycle a few times until you change for long enough that the new habit sticks. Then comfort returns... but you WILL remember deep down the values and behaviours of your previous paradigms. A good habit combines knowledge, experience, and drive (your Will) to become the best you can be (grow?). Change is going through a cycle of existence and awareness.

Bear with me as I mention the chart and stations (colours) without having described them - it's hard to have order when it's all intertwined. Just read and reread for now and refer to this page More on Value Stations for categorized perspectives. 

Let's look at some defining aspects of the PCVJ.

Dissecting the PCVJ

Remember: analyze the recipe but eat the food too!

The axes:

Moving from left to right, the person's worldview changes (and eventually broadens) as one's capacity for rational and considerate conduct increases (you could say that in reverse - change in worldview causes increased capacity). That is, thinking skills become more competent and sophisticated (from experience and education - formal or otherwise) and social behaviour improves. That is, you gain increased capacity to process and learn as well as improved interpersonal and social skills because of increasing empathy/compassion. So we have the head and the heart being developed along the horizontal leading to improved actions/behaviours [hand], then further to a holistic life in balance. 

Stepwise growth:

You will note later that there is a step shape to the journey as humans tend to learn one major thing at a time, so we cannot easily move smoothly diagonally (along both axes simultaneously) to yellow (and beyond), so humans tend to learn one lesson at a time - up, sideways (and usually a bit down), then up... get the picture? You've probably heard someone say something to you like this - you'll take 3 steps forwards, then slip 2 steps back. Remember, that you ARE progressing, 1 step at a time... even if you slide a bit... but persist - use courage, commitment, and faith (in yourself, if nothing else) and learn the new tools that you need to cross the barriers that appear. At times, there is a 'giving up' of some freedom to move to the next  level along the horizontal axis. (Fear is the major emotion - fear of loss? - that needs to be addressed to move on). There is also a cyclical component not shown here. I.e: One can regress too. It's not (usually) a continual growth 'snake' as shown and one's worldview builds in complexity as one builds knowledge, skill, and confidence to tackle the chaos of life. And, at a certain point, you can voluntarily move up & down to 'use' your experiences in prior stations. Let's continue...

Now, let's look at the 'crossing' places, the times of change, on one's Journey.

The barriers/crisis points/mindshift zones:

I must warn you that you will generally NOT agree with paradigms/worldviews/value stations other than your own, and find it even more challenging to even understand the beliefs and operational style of a higher station than your own (until YOU get there). This also means you might disagree altogether with what is presented here... our worlds change because of differences - differences will always exist on the planet - use this simple diagram to understand and navigate through and communicate with and between the different perspectives.  I write on community building later... where we aim to respect differences, talk about them, even fight (graciously) about out differences... and build healthy, open, peaceful communities. 

Meanwhile, something, or someone has to draw you forward... create your desire, your goals, your passion, build the motivation or strong driving force to move you forward to crossover the barriers that inevitably appear. I had a few people influence me along the way - and ever so gentle they were too - I would have fought fiercely NOT to grow otherwise  :-)  hmmm, another story there!  They saw something in me that took ME decades to see. I had my 'wake up calls' of life that became triggers of or periods of mind/paradigm shifting. 

Keep in mind, there is a definite process that people go through on the way to change that is or can be likened to the grief process. 

Driving force for change:

People with even basic people training (teaching, psychology, policing, sales, etc)  will see the patterns described below but not previously presented and integrated as in the PCVJ... We hope it helps.

The psychologist, Maslow, said that humans seek to fulfil certain needs in order - from basic survival... until we become self-actualizing (the pinnacle of existence). Unlike it, the PCVJ (similarly Alderfer's ERG theory and others) recognizes regression. Later, we'll look at the Maslow Hierarchy applied to the larger journey.

For now, you could look at each value station as having a mini-Maslow hierarchy in it (according to discussions between Graves & Maslow).  At the point of self-actualizing, we have the self-motivation/potent need/sometimes unstoppable urge to 'jump'  to another level of existence... the next station, and so on, to create the journey of life. Often one takes several 'attempts' to break from the previous way of thinking and behaviour - after all, it's what you know; your habit; your comfort zone... into the unknown! When the move is successful, this usually brings with it a rejection or form of rebellion against the former 'comfort zone' - you don't wish to be there anymore... and funnily, a sense of mourning of loss of a part on oneself. The skills of the former station remain.

"Come to the edge", he said. They said: "We are afraid". 

"Come to the edge", he said. They came.   

  He pushed them and they flew."  

                                                                           Guillaume Apollinaire 1880-1918

So, how do we identify these 'jumping off' points and what will we find on the other side? There are several types of 'shift' required, at some stages, a double shift... later a stellar leap. First, a familiar one - learning to be independent.

The Dependency Ravine

Either side of the forward diagonal (like a slash /), generally lay the dependent and the

independent thinkers (and their behaviours). So, stations on the bottom left (Purple & Blue) have dependent behaviours, while on the top left, the red & orange are independent types; and to the right (Green & Yellow) one develops a mix, a 'melding', an interdependence with their relationships. See picture & read Stephen Covey to expand on this. 

Below this ravine/line, the Age of Entitlement emerged in Blue. That age is exponentially becoming socially unaffordable and disappearing [especially since the GFC 2008]. Do we progress or regress?

The Thinking Divide

This separation (the backslash diagonal \) you can identify easily when listening to people. Under the line are absolutist thinkers who say 'always', 'never', cannot', etc - black and white terminology with no room for possibilities. An area of definite (rigid) attitudes and behaviour, an area of controlled life.

 Above the Thinking Divide, relativistic patterns arise so we hear 'maybe', 'depends', 'if this...

then could this...', and so on in the realm of possibilities. Now, as we get higher thinking capacity, we have greyer zones of thinking and fuzzy logic -  appreciation of chaos and uncertainty give more flexible approaches and solutions to situations (see also Rotter &/or Gleick). The absolutists would call these people 'fence sitters', and it's a reaction to them because they won't 'fit' into the absolutist model of life - won't 'make up their mind'. The relativists HAVE made up their mind - they can SEE multiple ways of looking at situations - they see that there is NOT one, safe, constrained, definable answer - that life is NOT black and white. The problem at present is that MOST people (c.70%) live in either the Orange or Blue worldviews at this point in history - conflict occurs!

A problem as I see it in this world of 'humanities' is trying to insist that soft sciences -  art/design, psychology & wetware [people] - are easily definable like the 'hard' sciences - physics, maths, etc.

Let's move along the horizontal axis. 

The Ethics Divides 

(see Ethics & the Synergy Star)

Moving to the right, awareness and acceptance of social rules first develops (Blue) as one hurdles this chasm (the first wavy vertical). Prior, there is little regard (and perhaps awareness of the need) for the 'rules of society'... e.g. very small children, or if adults (in body at least) then drug dealers, gangs, or disempowered peoples, etc, as THEIR priorities to survive override everything else - a hard egoist perspective, often violently aggressive.

The move across can be likened to the lawless rebelling teenager finally learning and accepting the reality of social rules and consequences. The process and structural rules of Blues is necessary [within limits] for a nation , corporation, or a family before they can build on them to make the Orange leap to achieving. Without first having that organisational capacity, a civilisation falters; with it, expansion and growth can ensue. Startup companies see this as their first major hurdle - consolidation before real growth - the establishing of systems and SOPs. This is the creation of modern rule-based Kings and Queens (Kings and Queens governing with absolute power and divinity-like power - Red/Blue - were finally finished off in Western Europe during World War I). Another perspective: parliaments bought this Blue paradigm into the fore in current civilizations creating law/rule-driven bureaucracies. Blues seek security and make rules to try to get it. These gives Autocratic leaders creating an hierarchical order.

Compare this with the ethics of Oranges, which are again egocentric but aware of the need for controls and process and managing resources - They say: 'I' do not concern myself with 'others' except for what 'I' (including 'I', the corporation) might get from them. (BTW: they may say 'we' to get what they want, but they mean 'I'). Even though there might be teams, there is only ONE boss. OUR team must WIN (no real thought of win-win though they know how to use the words). OUR (Orange) country must expand or have resources without significant consideration of another. 

Consider recent Imperialism. You'll be able to generally see which nations demonstrate which culture (remembering the PCVJ interpretation is a generalisation, a guide, a tool for understanding). Understanding the PCVJ comes from the combination of knowledge, emotion [empathy, in this case], & experience. p.s. If YOU  haven't the experience, find a mentor who has, & ask questions - you'll get closer to understanding.

Oranges know the rules [& words to say, & actions to do] and are often considered to break or bend them according to Blues. Oranges understand 'The Game' [better than the Blues]. Note that Oranges are very well known for being EFFICIENT and outcome-oriented (especially compared to the Blue bureaucracies) - and not often considerate of their clients. Leaders (actually managers) stuck here are transactional by nature.

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Aside: I say to kids, 'know the rules then learn which ones you can safely break'. I believe we in Australia live in an over-regulated, over-lawed [new word], over-controlled society - with good intention - safety and protection - but now obfuscating the original intention of looking after the people to looking after their power-base [hmmm, see dysfunction]. 

Teaching VALUES works better [for all peoples] than enforcing rules (and consequent cost of enforcing escalates) IN THE LONG TERM.  Admittedly, teaching values is harder than writing laws.  Rules and enforcement haven't stopped the road carnage, violence, disrespect, and abuse... So, next!!!  Unfortunately, what WE think society is is only part of a bigger game.

L  E  A  R  N from failures; let's revisit teaching (by example) healthy values in our homes and schools. We need to integrate families again to do this. But wait - divide & rule!!! Who wants to rule? Please enquire.

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The Holism Divide

To cross this divide, consideration of a bigger picture must emerge. 

The idealism of Greens is the first stage of relativistic thinking; the first stage of a holistic 'WE'. A sharing mentality seeking harmonious relationships based on a worthwhile vision drives this worldview. While there is expectation of outcomes, they may not believe that the discomfort of disharmony that comes with change is necessary, so can get 'stuck' in inaction or ineffective action. Seeking consensus can be a circular event. 

The gloCalization (thinking and behaving BOTH globally and locally) is begun at this point. I remember this aspect (Think globally; Act locally) from the early 80s being strongly imbedded in Permaculture's thinking for sustainability. Sustainability IS a big driver of Greens and beyond.

Yellows are a very different kettle of fish. A massive mindshift, far different to the other jumps, is required to move into such a complex systems-thinking paradigm (try reading Peter Senge - 5th Discipline or Peck's The Different Drum, Chaos, or The 7 lessons of Chaos, and similar for insight on this thinking/behaviour style). 

So, while Yellows may be seen by some others as merely strong Oranges - out for themselves. Yellows have a very well-developed social conscience and capacity so know how to navigate the social nuances of the world. Yellows probably will NOT try to explain themselves either - you wouldn't understand! At this level, the seeming chaos of the 'big picture' will be made sense of in intuitive ways (now being in touch with one's immediate feelings & experiences comes to the fore). They use an almost mystical blend of the head, heart, hand, and the holistic (my 4 H's) - the cool thinking, warm emotions, outcome-based action, and the seemingly spiritual aspects of society. They may be seen as charismatic or transformational empowering type leaders - Richard Branson and Anne McKevitt spring to mind - empathic, empowering, intuitive. 

And now, more on the value stations...

The Value Stations [cf. mindsets or paradigms]:

The idea of the stations as a collection of human values was created by Professor Emeritus Clare Graves from which also grew Spiral Dynamics and others. This graphical format is Dr Dave Robinson's 'The Personal and Corporate Values Journey', emerging from the integration of an array of other models as well (and not limited to just psycho-sociology and organisational dynamics).

Although there are other stations before and after these, they are not prominent/significant in this day and age. 

This is a quick introduction... for detail go to More on Value Stations

Individually, Purples operate instinctively and with self-denial while seeking to belong. As a group, this leads to a submissive culture with a tribal structure. They are obedient workers who prefer a parental-style management (by Red or Blue).Reds are impulsive and full of uncontrolled self-expression, often aggressive as they build their mini-empire (keep in mind the rebellious teenagers). They need tough macho style [Red or Orange] bosses who dole out their tasks. Force is a constant reaction and can create independent or exploitive egocentric characters. For better understanding, go to the diagram and consider where these stations are relative to the various divides and to the other stations. 

In the Blue paradigm, we see a sacrificial, compliant personality, again in self-denial (a loss of some independence as they are back under the dependency ravine). Straight Blues are passive and prefer a strong hierarchy full of rules and procedures. Authoritarian [Blue] leaders are found with this worldview and require conformance and respect but appear rigid to other paradigms. Oranges also lead this paradigm and CAN be often 'seen' as Red [but smarter] by the Blues. They are driven for security and are very 'black and white' in their beliefs (as you will hear in their word usage). This is the classic western bureaucracy and large old-style mature corporation. They are also very protective of the Blue regime (and those within)... but don't reward well for PERFORMANCE (i.e. efficiency & effectiveness). They can also be the lower end of professional classes where 'knowledge &/or rules of their domain' rule. Blues love process and are good at it - until an unusual situation arises!

NOTE just realised the next TEA graphic is old - pre mirroring - same content, but Blue & Red swapped positions

Slowly by generation, the worldview distribution moves even further towards Green and Yellow due to pressure from global, hence integrating issues and the resultant solution-seeking for global warming, and social issues like resource-depletion, overpopulation, war, poverty, and health. Current generations move faster than previous generations could ever conceive (more later).  

This timeline [oops, remember the 'snaking' or stepwise growth line - not on this graphic] shows human development along this journey. The growing, the learning, the evolving is speeding up - from millions of years existing in Purple and its predecessor, to just over half a century since the Green values seriously made inroads after the atom bombs seemingly threatened the whole planet. It took only a few decades for us to evolve noticeable numbers of the complex Yellow mindset in one lonely percent. Devolution could be just around the corner too.

Remember that with any growth/performance there needs to be consolidation of systems. Also that regression can occur at any time at these peak circumstances because of stretching one's resources. See Reversal Theory & Catastrophe Theory, ibid

This diagram (indicative only) helps show relative power - the larger the Value Station, the more power (of whatever sort)... 

The shift is usually upwards (towards Yellow) along the journey. 

.......

Next graphic shows RELATIVE SIZE of Value Stations to POWER [influence, etc] person [not as a whole group].

Since we are primarily driven by a market economy (Orange) at present, we could see the move towards a more holistic (environmental?) economy will increase Green power. Considering the oil price rises at present (2008), and that it is a major supporter of the consumer economy,  one wonders at when a Tipping Point will be reached - to grow or regress... which way? Unfortunately, the Orange/business paradigm has as propensity to maladaptive/dysfunctional approaches and increasingly so at the elite level. If you are an historian, look for these major cultural shifts in varying parts of the world and forward and back in history. For example, the dark ages is a return (regression) to classic Red and the previous (nudging on) Blue world was disrupted or destroyed for centuries.

And so we evolve... more and more human constructs move up the pathway... more complex each time... more evolved... more aware. This evolution is not smooth and continuous as it may appear in this model on first glance. History show that civilizations and companies, like species of animals,  lose the plot on occasion - sometimes fatally. The iterations are the 'necessary' lessons of life. Few entities can learn continuously without the 'knock-backs' and 'stumbling', since to learn means to discover new territories; new behaviours; new ways of interpreting our circumstances... with associated short-term costs. 

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At turn of 19th to 20th century, world population was about the same as China today. One quarter of that was the British Empire. In the last half century, we have more than doubled our planet's human population. In that last 50-60 years, we have consumed nearly half of our oil supplies. The consumer/growth economics DEPEND on the fossil fuels [nice liquid oil, in particular]! We are still growing; oil reserves are about to show the signs of dwindling. Do the maths - what is coming? YOU need to get this into your heads and hearts - SOON!!! Do the maths - think ahead - they are YOUR children and grandchildren involved. To help: Think on the global meltdown that went on from 2008 on [2013, & still happening] - what REALLY is the root cause - not the TV hype... go deep! Ask questions...

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The Yellows of life are the self-motivated and continuously and deliberately-learning beings willing to take a chance for the betterment of our planet (yep - their worldview is that big). 

Beyond the Information Age -  The Social Age of Social Awareness/Global Intelligence: 

(aside: is Global Intelligence the next stage of Values Intelligence & Social Intelligence which in turn extends on  Emotional Intelligence? Mankind, know thyself!) 

We have gained technical, financial, environmental, self, emotional, sociological, & national awarenesses - put them together...

Growing awareness: The people of Australia are currently [2007-8] coping with a long drought and severe water rationing. The awareness of the people, especially the youth still in school is being honed, sharpened, trained, focussed on a 'greater' view... a national AND international view, a holistic perspective to take in a broad understanding and consideration of the effects in the future of what we do now. The Internet, travel, and global economics enhances a global view in these generations... so it is easier for them to make that 'leap' to Yellow (once enough life lessons or mentors have urged them on)   :-o 

Already, we see the kids of today teach/lead their parents on issues like water conservation. A start!

The world had a wake up call with 9-11 in the USA... will the various world cultures learn like from Hiroshima? What does it take? But then, nature may end up being be our hardest teacher. We have biological and environmental lessons impending? Will we learn in time for a soft landing? Blues think so...! but we need leaders who think further afield.

On top of that, now the oil prices are hitting hard (or will be again soon despite the lull); carbon taxing; the global economic slowdown; US mortgage meltdown. There is a shake-up in the air. If this was my company, I'd be saying it's time for some consolidation - a restructuring, cleaning up of my systems, some retraining... and serious rethink of my corporate strategies before the crisis hits! Oh, but wait, I AM a stakeholder...! I desire consolidation of Australia for a more stable future. The REAL problem is much much deeper...

Our Social Awareness or perhaps even Global/Cultural Intelligence needs to improve to be able to live and thrive in a diminishing world where we rub shoulders with so many different cultures, beliefs, and needs... To enjoy the journey of improving your intellectual and emotional capacity to allow graceful communication and acceptance, even welcoming, of difference without creating war, disrespect, or other violences. 

For me, this is the Social Age following on the heels of the Information Age - with building more diverse relationships and more rapidly. Consider Facebook, MySpace, GoYaar, LinkedIn, Plaxo, Skype, Friendster - lots of relationship-building abilities/platforms are evolving on the back of the Internet. In the last 10 years alone, I (yep me, the Aussie country boy) have developed Persian, Indian, German, South African, Canadian, Chinese/Tiawanese/Hong Kong, Fijian, Ni Van, Norwegian - hmmm - and even some more Australian friendships. I never would have believed it possible 15 years ago but I now see this social networking is necessary to understand cultures (or at least try to) in order to create a peaceful planet. We are living VERY close to our neighbours [electronically]; squabble WILL emerge. We need tools of understanding, communication, and conflict resolution like never before in history.

Remember: This PCVJ  (The Journey Model) is a NEW easy-to-understand visual model! 

These ground-breaking perspectives are based on solid research tempered with practical experience... Do you still  want to know more?

Few people know this or see this as it has not been in the public domain for long in this form and generally only in academic journals as is the following...

Other integrated models and uses of the PCVJ: 

Dr David Robinson further explains our behavioural and thinking patterns by incorporating many classic models into this visual model and others (to be released) to clarify the state of one's cultural positioning, one's 'worldview'. This and the various Robinson models associated or integrated with this make it easier to explain WHY we think like we do and act HOW we do and helps us to grow personally or culturally in a systematic way. An entrepreneur-turned-academic with a penchant for ethics and philosophizing, Dave has developed or extended other business models for Leadership, Communication, Business, Ethics, Decision-making for Synergy, Stages of Change, Team Building, Motivation, and much more... 

(for the time being, you may have to read the associated academic journals)

Leadership:  

Values-based Leadership Algorithm - who can lead whom, or not (go to Leadership)

Communications Compass:

a tool for communicating by operating with the follower's values and aspirations... and a visual view of leader-follower communication and guidelines... Go To Communications Compass This is a deceptively simple view with powerful potential for communication

...and other (some not yet public)...

Motivation: 

XYZ+ Motivation (Robinson 1997)... what motivates each Value Station

click to go to Motivation

Stages Of Change:  

This is important in light of the values journey as each 'jump' is a change... where one (the individual/ company/ nation) goes through the pain and agony of change. We live in a fast changing world - a grasp of this model is handy to know for everyone. We expect to have aching muscles when we do fitness or body building training - now be prepared for the emotional pain of change in our awareness! 

Again, whether individual or large organization, one still needs courage and persistence, in yourself or your leader  to navigate these stages of change (and especially if you find yourself in the 'lost' territory - get help, get informed, learn fast, & don't stay long). Go to Stages of Change

Team Building:

Starting with Tuckman's research and [elsewhere] Belbin's, Dr Dave, put this model together to integrate with the PCVJ Value Stations. This graphic also shows the 'sticking points' of conflict or unresolved consensus seeking. Go toTeam Building for hot teams [Yellow] too

Why do I use these models?  

Motivation/guidance/education... 

Using these and other models, 'M' (that's me) helps others understand their position in their personal or business lifecycle in order to move on and achieve their dreams, whether those dreams are tangible or intangible. You can use them to understand & communicate better with others. He uses both an informal conversational approach and structured tools and has many successes in guiding people to turn their lives around and move forward through personal coaching. 

Want more background on the Personal and Corporate Values Journey?

Start with lots of social & personal psychology, anthropology, business leadership & organisational dynamics (http://www.businessballs.com/ provides easy short descriptions). 

As you get your teeth into the later Value Stations... you could read 'The Crucible'  (set in Sth Africa) by Don Beck. Digest Lawrence's "Culture Matters", too. There's M Scott Peck's books... e.g. The Different Drum, and Lorenz or Briggs & Peat or Gleick on Chaos, and then the even more esoteric Ken Wilber  - all helpful. Google them!

 Perhaps browse spiral dynamics, Jean Gebser (Everpresent Origin), or Erich Neuman who expounded that "consciousness evolved by stages and is much a collective human phenomenon as a individual one". 

A Recap:

The shapes and colours assist to describe your story... we ALL go backwards at times and 'round and round' for a while. The Journey can show you YOUR choices - but first understand what choices are available - then choose: backwards, stop here, or grow [btw: there are 5 life choices].

The PCVJ chart and the others are TOOLS:

• colours and symbols create a metaphor you can use;

• could be a map to guide;

• creates visual links to the subconscious;

• shows 'positions' or 'ethical stances' & behavioural expectations you can understand at a glance;

• a cultural translation device.

If you want more information on the values journey follow the links in the references or left hand side navigation panel. 

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As you read more on the PCVJ, etc, I have found these Aphorisms or Presuppositions from Neuro-linguist Programming (NLP) will help assimilate the knowledge:

• The map is not the territory

• Life & 'Mind' are systemic processes

• Behind every behaviour is a positive intention

• There is no failure, only feedback

• Choice is better than no choice (and flexibility is the way one gets choice)

• The meaning of the communication is the response it produces, not the intended communication

• People already have all the resources they need to succeed 

• Multiple descriptions are better than one

always more to come....

learn, grow, & prosper

enjoy

'M'

Something topical... For a pertinent and perhaps troubling look at the collective mindset in the dysfunction of the GFC [6 years & counting], see Global Values: The Crisis

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