This is part of the 'Cultural Flux' series, article 3 of 3.
In Article 2, we looked at Spiral Dynamics as a framework to help understand the different levels of existence people are operating from in the world. I believe this framework has the potential to raise self-awareness and bridge the gap in understanding between competing and conflicting levels, especially seeing beyond our own level of thinking to open up to further possibilities for ourselves and humanity (developmental levels of change). I invite you to explore these possibilities with a sense of curiosity, play and sincerity.
In this article we will focus on organisational and individual change. In particular, how we can approach things differently using the frameworks, theories and approaches discussed in this series.
Before diving in I would like to make the following important distinctions:
- Outer game —ideas, relationships and environment
- Inner game — mind, body and emotions
The Outer Game
These are the extrinsic conditions which shape/govern our experience and decision making, such as economics, governance, law, language which includes systems (including education), resources, infrastructure for collaborative ways of working.
These are the intrinsic conditions and motivations that shape our inner world, which we project onto
the world around us and long to gain fulfilment from. Our unique aptitude, interests, passions, depth
of subjective experience, creative process, things we appreciate/what makes life most rich for us.
Curiosity, openness and empathy are traits we naturally embody as children, but sadly lose as we grow into adults. We feel we need to protect ourselves from a challenging and threatening world reinforced by our current systems and decision making models. However, curiosity, openness and empathy are crucial pre-requisites for understanding others and personal evolution.
Cognitive dissonance — the ability to hold conflicting values, ideas and beliefs and the resultant psychological stress if we go against one/more of these. Engaging with competing and contradictory ideas (including resolving paradoxes) is necessary for our human evolution and transformation including evolving beyond our current paradigm or ‘spiral level.’
The alternative, is our current state of polarisation, 'stuckness,’ being right and making ‘the other wrong’ reinforcing tribal and ethnocentric world views.
Developmental Levels and World view
This developmental model is premised on the notion that our level of concern and care expands as part of our evolutionary growth and development.
- Egocentric - I care only for myself
- Ethnocentric - I care only for my tribe, my country, my nation
- Worldcentric - I care for all human beings, seeing their inherent value and shared commonalities
- Kosmocentric – I care for all sentient beings
The Next Developmental Level
What does the next level look like for you in one or all of the following domains as an:
6. Local culture
7. Global culture
I believe it is important to work through all of the above and integrate conflicting parts, because how we show up at home will impact what kind of employee and in turn what kind of global citizen we are.
The Spiral Dynamics framework can help us to see our current place within the collective whole. This provides much needed context and perspective, opening up new possibilities beyond our current paradigm, way thinking, perceiving and sense making the world and our place in it. A map for greater possibilities for our personal evolution, integration and healing of former levels, which is necessary for greater wellbeing and effectiveness individually and collectively.
Evolving and Integrating Blue and Orange Developmental Levels
Take the example of a blue public sector organisation who wants to become more innovative, creative and entrepreneurial in the way it operates, whilst retaining its best elements.
It is currently operating from the values, beliefs, identity and environment of ‘Blue.’ In order to effectively integrate with the next developmental level ‘orange’ it must effectively transcend its current level (seeing the need for orange) whilst integrating the positive attributes of ‘blue’. It must effectively synergise and resolve any conflicts, which is a co-creative and emergent discovery having engaged in the active process of change and adaptation.
It is important to note that we are not any one level, and the level we operate from may change depending on situation/context, stress/wellbeing levels etc.
Dilt’s Logical Levels of Change
Whereas Spiral Dynamics provides the macro picture of human development, we can hone in on individual change, organisational change and even cultural change using ‘The Dilt’s Logical Levels of Change.’ I believe both frameworks are compatible and complementary as illustrated below.
The outer game of any kind of change work may merely focus on behaviour change and environment. Dilt's Logical Levels of Change highlights the importance of working beyond just the very bottom levels of the pyramid to encompass purpose, identity, mission, values, beliefs and capabilities for more sustainable change.
When these two models/frameworks are combined, they may look something like the following:
Can you see the possible synergies? How about values conflicts that need to be resolved? This is why change is not so easy. It needs to be navigated and guided through a process that often is uncomfortable. Nevertheless, this is a necessary part of the process and when guided/facilitated well can be transformative.
As this series has argued culture is in constant flux evolving and adapting to the needs of the times. It follows then the values, beliefs and behaviours are also evolving. When consciously trying to evolve the culture within an organisation to meet changing needs, it then begs the following questions:
- Is organisational culture aligned with the organisation’s mission? What spiral levels does this encompass?
- Are the various spiral values contradicting and at odds with one another? How is this impeding what you’re looking to achieve?
- What is the current context (actual reality) within organisations? What spiral levels and multiple paradigms (basic assumptions and ways of thinking) are employees operating from and within?
- What conflicts need to be resolved?
- How does thinking need to evolve?
- What conversations are necessary? Are they happening? If not, how do we facilitate them?
- Have we considered the inner game as well as the outer game?
- What level have previous change programmes targeted in terms of the ‘Dilt’s Logical Levels of Change?' How effective were they?
In summary, in this final article we looked at how we can engage with and do the work required to transcend our current level whilst integrating the levels before. The challenges we face today both individually and collectively require us to do so, now more than ever. As complex beings operating in complex systems and in complex times we need useful theories, frameworks and facilitators to help us successfully navigate these conditions. By consciously co-creating beyond our current level we can create new realities that are emergent in nature.
If you are interested in starting conversations on how we can co-create a more transformative, cohesive and inclusive culture in the workplace and society, please send your name, contact phone number and email address to email@example.com
Connect with Sobia on LinkedIn: https://www.linkedin.com/in/sobia-iqbal-pegasus-wellbeing/
About the Author
Sobia Iqbal is a leadership and management transformational coach, as well as an organisational development strategist and facilitator.
RELATED ARTICLES: CULTURAL FLUX SERIES
Article 1 of 3 - Culture Change: Cultivate Your Garden