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Index
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A change in Training Of
Quality Managers
3 LEVELS AND
THE SPIRAL DYNAMICS MODEL
(Beck and Cowan)
So
imagine if a set of levels
is superimposed on the All
Quadrants Model and that
these levels are based on
value memes or
VMEMEs.
A
VMEME
is a basis for a world view,
a vale system, a belief
structure, a level of
psychological existence, an
organising principle, a way
of thinking or a mode of
living. And then
translate this to an
organisation!
The table
below summarises the
different types of
VMEMEs.
VMEME
Symbol
|
Definition
|
Leadership
implications
|
Leadership attitude
and skills
|
 Beige
|
-
Herd like behaviour
- strong members
protect weaker ones
- group bands
together
- movements
determined by
weather and food &
water availability
|
·
People require
subsistence needs to
be met in order to
remain alive.
·
Workers need
immediate
compensation in the
form of basic needs.
|
·
|
Purple
 |
-
circular tribal
structure
- led by elder(s),
shaman or chief
- roles determined
by kinship, sex,
age, strength
- ways of tribe are
sacred and rigidly
preserved
- demand obedience
in leader(s)
|
·
People are 'married'
to their group -
nepotism is a way to
take care of our
own.
·
Workers owe their
lives and souls to
the parent-like
organization.
·People
follow their leaders
willingly to honour
their ancestors and
the spirits.
·Anyone
will sacrifice self
without question if
the group needs it
to survive.
·Change requires the
support of accepted
'elders.'
·Change rituals
should be emotional
and full of symbols.
·This
vMEME exists deep
within each of us
and tends to surface
in times of
uncertainty.
·
People are nurtured
through observing
seasonal rituals,
honouring
individual's rites
of passage
(weddings,
graduations,
funerals) and
expressing a sense
of enchantment and
magic in life's
mystery.
|
·
Quinn
producer:
|
|
Red
 |
-
power-oriented --
strongest survive
- most powerful
makes decision
- Big Boss directs
Working Bosses who
drive masses
- communication
downward only
|
·
People need to be
dominated by
stronger force that
gives rewards and
keeps their lusts in
check.
·
Workers will put up
with a lot if their
basic needs are met
regularly.
·
The
haves are owed their
status and perks
just because of who
they are.
·
Have-nots probably
deserve their status
and have no right to
complain.
·
Payoffs get results,
nobody can be
trusted, and
everyone has their
price.
·
People need to hear
firm change mandates
from the powerful
ones in straight,
tough talk.
·
Workers need to
know 'what's in it
for them' in order
to accept change.
·
People are nurtured
by preserving the
stories of company
heroes, or by
celebrating the
great feats of
conquest when the
company,
figuratively at
least, 'slayed the
dragon.'
·
Provide
positive outlets for
energy.
|
·
Quinn:
supervisor |
Blue
 |
-
rigid rules for
structure and rank
- person with
appropriate position
power makes decision
- divine authority
speaks through
secular authority
- communication
downward and
horizontally across
classes
- people stay in
their rightful
places
|
·
It is
mankind's lot to
work for the glory
of the one True Way
and keep a job.
·
People work the
best when they are
told how to do
things the right
way.
·
Workers are cogs in
a system, fulfilling
roles they are
destined to.
·
Higher authority
rules by rightful
compliance, not by
might or fear.
·
Doing duty and
being punished when
failing to do so
gives meaning to
life.
·
Workers owe the
organization loyalty
as it provides their
well-being.
·
In
times of change
workers need a new
system to embrace, a
new cause to
espouse, and a
refreshed purpose.
·
Change must be
orderly, consistent
with principles,
sanctioned by those
'in authority' and
honouring of the
past.
·
Attacks on the old
order trigger
resistance.
·
People are
reinforced through
appeals to
traditions, by
respecting the past,
by honouring length
of service and
loyalty.
Various forms of
patriotic appeals
and charitable
sacrifice should
accompany
observances of
national, religious,
or secular holidays
and commemorative
events. |
Quinn:
Coordinator
|
Green 
|
-
organisation of
equals for mutual
benefit
- little concern for
status or privilege
- the 'people' make
decisions as a group
- frequent
communication in all
directions
- emphasis on
consensus,
sensitivity to
feelings and human
needs
|
·
People want to get
along and feel
accepted by their
peers.
·
Sharing and
participating lead
to better results
than competing.
·
Emotions need
attention, but hard
feelings should be
avoided.
·
All
members of an
organization should
have their say and
be included.
·
The
organization is
responsible for its
community's
well-being.
·
People are inspired
by stressing the
importance of human
beings and the
warmth that exudes
from a feeling of a
caring community. |
Quinn:
Mentor and mediator
|
Yellow
 |
-
structure according
to task at hand
- project centered
with changing
'functional'
leadership
- competent person
makes the decisions
- communication only
as needed
|
·
People enjoy doing
things that fit who
they are naturally.
·
Workers need free
access to
information, tools,
and materials.
·
Organizations are
only transitory
states because
change happens.
·
Learning and
understanding
motivate people, not
payoffs or
punishments.
·
People have
different
competencies and
capacities, and most
are OK.
·
People are inspired
through conveying a
sense of personal
freedom with
emphasis on getting
an important job
done without
specifying how it
must be done.
·
Flex-time,
alternative working
hours, remote
working, and job
interchange are ways
to avoid
over-managing.
|
Quinn:
stimulator and
innovator
·
|
Turquoise
 |
- The
world is a single,
dynamic organism
with its own
collective mind.
-
Blending and
harmonizing a strong
collective of
individuals.
-
Self is both
distinct and a
blended part of a
larger,
compassionate whole.
-
Focus on the good of
all living entities
as integrated
systems.
-
Maintains an
ecological awareness
of the oneness of
life.
-
Energy and
information permeate
the Earth's total
environment.
-
Holistic, intuitive
thinking and
cooperative actions
are to be expected.
-
Acts for minimalist
living so less
actually is more.
-
Sees the evolution
of Spirit as one
ongoing conscious
system. |
·
Work
must be meaningful
to the overall
health of all life.
·
The
universe is a single
entity of elegantly
balanced,
interlocking forces.
·
Experiencing
feelings and
information together
enhances both.
|
·
??? |
(For the
relation between the roles
of Quinn and the vMEMES see
appendix 1)
The
transition from Green to
Yellow represents a
transition to second tier
thinking where the focus is
on competence and
functionality and qualities
of being within the context
of flexible and open
systems. In second tier
thinking, the prevailing
worldview is
information-rich, and
multidimensional, part of a
complex interactive system.
One of the
primary differences between
first and second tier
thinking is that each first
tier vMEME sees itself as
the end point, the most
moral of perspectives, the
knower of truth, the seer of
reality - 'the buck stops
here.' Second tier thinking
comprehends the
transformational importance
of each developmental stage,
and acknowledges the
evolution of human
consciousness as an ongoing
and expanding process. The
emergence of new, more
complex vMEMEs is a given.
Second tier thinking
realizes that the more
congruent a form of being is
with the realities of
existence, the better it is
at meeting the needs of
living for those realities.
Clare Graves,
the originator of the
theory, suggests that:
For the
overall welfare of total
man's existence in this
world, over the long run of
time, higher levels are
better than lower levels and
that the prime good of any
society's governing figures
should be to promote human
movement up the levels of
human existence.
Second tier
thinking leads to the
understanding that change
must be delivered through
the level of existence of a
given population, in the
psycho-social language they
understand, not that
preferred by the change
agent.
Second tier
thinking is the basis of
true integral leadership,
the primary challenge of
which is
overcoming Green vMEME
energy. Yellow and Turquoise
vMEMEs provide
the perspective required for
integral leadership.
They provide
the questions about people,
motivation, communication,
and learning:
·
What is the
nature of the people we are
managing/serving?
·
What makes
their Life Conditions
unique?
·
What
system(s) of managing,
training, or motivating will
be most congruent with them
and the work to be done at
this time?
Ken Wilber
maintains that the "integral
approach needs to be
implemented with the utmost
care, concern, and
compassion." He contends
that none of the stages of
development "are meant in
any sort of rigid,
predetermined, judgmental
fashion. The point of
developmental research is
not to pigeonhole people or
judge them inferior or
superior, but to act as
guidelines for possible
potentials that are not
being utilized. The prime
directive asks us to honour
and appreciate the
necessary, vital, and unique
contribution provided by
each and every wave of
consciousness unfolding, and
thus act to protect and
promote the health of the
entire spiral [of
consciousness development],
and
not any one
privileged domain."
Integral
Leaders
·
Recognize the
significance of all stages
of development in the
evolution of human
consciousness.
·
Acknowledge
that development is not a
moral judgement but about
the process that all
individuals, organizations,
and cultures go through.
·
Realise the
need to understand the
nature of human
consciousness development in
order to understand the
nature of change.
·
Understand
that all developmental
stages of consciousness from
Literal through Integral are
necessary for individual and
organisational
transformation.
·
Facilitate
the health and growth of the
entire range of development
without unduly privileging
any particular stage.
·
Refrain from
forcing one stage of
development on everybody.
·
Use the
topography of human
consciousness as a guide for
developing potentials that
are not being realized.
·
Invite people
to grow and develop their
full potentials to the best
of their abilities.
·
Emphasise
unity as much as diversity.
·
Foster a
balance between technical
growth and growth in
thoughtful, careful, and
compassionate use of
technology.
·
Foster
corporate social
responsibility.
 As
the values and mission of
the organisation determine
its behaviour, so determines
the values and mission of
the leader his behaviour.
(Bateson, Dilts). The
integral leader knows his
mission and values. And
even: the integral leader is
spiritual. (S).
                   
Index
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