Values
In order to discuss VALUES, one has to
FIRST understand how values get generated. Values might
emerge as well as dictate aspects of capability, bias,
style, level, role and system dynamics, and thus, are
extremely “valuable” to the leader’s behavioral dynamics.
How values get “generated” and labeled
The
key to understanding values emergence is the concept of a
“generator.” All “values” models have at their core a
“generator” which when applied to the evaluation of data à
generates a set of results, which “orders” the values in a
particular way, usually according to the modeler’s biases.
For example: if I value power, then values, which are
most desirable for me, are those rated closely to power.
If I value peace, and harmony, then behaviors reflecting
my BIAS, are more “valuable” to me.
Far too many people, in my view, overlook the fact
that values hierarchies, or models were the result of a
“valued generator.” This is where the concept of
“generator” becomes important and almost everything we use
for discovery, modeling, prediction, design, and
scaffolding is colored by our values—and the dominant set
of values in the organization or culture
Spiral Dynamics® *
The following
graphics are a quick and easy to use summary of Spiral
Dynamics®. These “8” systems in two tiers comprise the
stages of bio-psycho-social orientation– expression or
sacrifice of self — in contrast to specific conditions
emerging. Each stage is represented by a color.
Where it becomes relevant to VALUES — as a precursor —
is to understand that over the past 60 years, beginning in
the 1950s; a researcher by the name of Dr. Clare W. Graves
identified “4” different values systems in primary
research. Later in the 1980s through collaboration with
Dr. Don Beck, and Chris Cowan, he outlined “8” different
and distinct values systems with this notation: AN, BO,
CP, DQ, ER, FS, GT, HU.
In Spiral Dynamics® Notation AN = Beige, BO =
Purple, CP = Red, DQ = Blue, ER = Orange, FS = Green, GT =
Yellow, HU = Turquoise. [1981 Table Summary]
What becomes important in using Occam’s approach is that
we realize that these “8” systems are generators — when
data (experience) is applied — resulting in sense-making
systems that are durable, and in most part, hold
sustainable competitive advantage when appropriate density
and frequency is matched and “fit” to particular
“conditions” or requirements. Simply, each system has a
set of “best fit” solutions for “certain conditions.”
RATHER than re-inventing the wheel, I feel it’s important
to just pick up these self-contained values systems and
understand them as generators which will in fact, produce
particular kinds of results given data and the emergent
modeling used by each.
While LEADER BEHAVIOR is NEVER PURE, it is always
hybridized in multiple values basins, as researcher Graves
used the terms “entering, nodal and exiting” to describe a
“chord” of behavior (Dr. Don Beck).
We can learn a
lot by understanding discreetly modeled systems, even if
they fail to reveal themselves perfectly in the behavior
of leaders. This preferred and valuable “lens” is a
generator that we can use to discover, model, predict,
design, and scaffold leader behavior.
The
ValuDYNAMICS generated through the application of each of
these value systems is important as they directly serve
intrinsic factors, which are largely hardwired—certainly
epigenetically soft-wired—for wellbeing.
*Spiral
Dynamics is a trademarked system developed from the
research of Dr. Clare W. Graves, which can be studied for
certification with Dr. Don Beck @ spiraldynamics.net.
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Mike R. Jay is a developmentalist utilizing consulting, coaching, mentoring and advising as methods to offer developmental scaffolding for aspiring leaders who are interested in being, doing, having, becoming, and contributing… to helping people have lives.
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