The Application of the Theory of Spiral Dynamics to Value Analysis

Spiral Dynamics is a theory describing the development and interactions between individuals, cultures, organizations and cultures. Its origins parallel those of Value Methodology and the founders of both methodologies met regularly and exchanged ideas. One methodology addresses the process of innovation (VM) while the other examines how people and organizations respond to the notion of innovation (SD). By exploring how people and their organizations respond to the challenges posed by the Value Methodology process, Spiral Dynamics offers insight into more successful team building and reducing the barriers to accepting recommendations. THE APPLICATION OF THE THEORY OF SPIRAL DYNAMICS TO VALUE ANALYSIS (PRAGER) PAGE 2 Spiral Dynamics is a theory of how individuals, groups, organizations and countries develop. Spiral Dynamics was first introduced by Professor Clare Graves in the sixties and since has been developed by Don Beck and Chris Cowan. Beck and Cowan first published Spiral Dynamics, mastering values, leadership, and change (2006) in 1996 with a second edition in 2006. Also, it turns out that Larry Miles, the developer of Value Analysis, met regularly with the industrial psychologist, Clare Graves who developed the theory that evolved into Spiral Dynamics. Jerry Kaufman and Roy Woodhead in Stimulating Innovation in Products and Services with Function Analysis and Mapping (2006) remark that “It is worth noting that these two disciplines, value analysis and spiral dynamics, coevolved from lunchtime conversations between two men in Schenectady. What is interesting is that one of them looks at how to innovate and the other at how various culture types respond to the notion of innovation; they look at different parts of the same innovation agenda." By reuniting the parts of the innovation agenda a team leader may have higher acceptance of proposed ideas. The theory presents a framework for understanding the dynamic forces at work in human affairs; business, personal lives, education and even geopolitics. Each entity develops through the same stages in response to a series of life conditions. Each life condition results in a corresponding way of thinking. The theory emphasizes that no one way of thinking is superior. Each is appropriate for the life conditions that trigger the thought paradigm. The theory also points out the difficulties and misunderstandings that arise as a result of two or more individuals or groups interacting with different thought paradigms. In Spiral Dynamic theory each thought paradigm is referred to as a MEME. The v is for value to distinguish the term from meme. Dr. Richard Dawkins introduced the term meme in his book, The Selfish Gene (1989). A meme consists of any unit of cultural information, such as a practice or idea, that gets transmitted verbally or by repeated action from one mind to another. A “MEME reflects a world view, a valuing system, a level of psychological existence, a belief structure, an organizing principle, a way of thinking or a mode of adjustment”(Beck and Cowan, 2006). The theory presents a classification system of MEMEs that allows a user to evaluate an individual or group. By understanding the MEMEs that are active for participants in a Value Analysis workshop a team leader can better guide the process resulting in a higher acceptance of ideas by the stakeholders. The theory is equally valid for interacting with all of the stakeholders throughout the process. The team leader needs to reevaluate the active MEMEs throughout the process. As life conditions change so can the MEME. In our practice, we have all noticed how group interactions can change because a senior manager has entered the room. Some ideas are championed, others are dropped and an individual that was not engaged suddenly has a lot to say. The basic premise of Spiral Dynamics is that there are six first tier MEMEs and so far two identified second tier MEMEs. Individuals, groups and organizations evolve through each of the stages as the external or, in theory terms, Life Conditions change. Changes in Life Conditions result in a movement along the spiral, either up or down to a different MEME. However, if an individual or organization has not experienced a higher MEME it is difficult to move up without assistance. It is important for the team leader to realize this limitation. It may be best to work with team members and stakeholders within their MEME. Like any classification system an individual THE APPLICATION OF THE THEORY OF SPIRAL DYNAMICS TO VALUE ANALYSIS (PRAGER) PAGE 3 or organization may be on the cusp between two MEMEs. The six fundamental MEMEs are survival, safety, power, truth, prosperity and communitarian. The second tier MEMEs are systemic and holistic. In an effort to remove stigma from the terms for the MEMEs, Beck and Cowan assigned a color to each MEME. Each MEME will be discussed in more detail later.