In a context setup by the Leadership Approach, there are about
7 different systems in play whenever we consider ValuDynamics
as a set of System Dynamics, or for that matter when we
"judge" we — using all of these systems in a metasystem of
judgment attempt to categorize in essence good or bad, this or
that, fit or not, go or run, etc. (note each values basin
would have a different gambit for the consequences of
judgment; in survival beige: the 4fs = feed, fight, flight, or
procreate… in an enterprising system orange, win-win, in a
contribution system such as yellow… allow or disallow?
The following manifesto helps to outline my own thinking of
ValuDYNAMICS in light of these seven DYNAMICS listed here:
Capability – Bias – Style – Level – Role – Values –
System.
My Draft Manifesto of ValuDYNAMICS 2013: (Updated May 2014)

Example: In Hotels you see the card which says they want to save the earth by not washing your towels or sheets, right? That is a hybrid algorithm developed by very sophisticated hotel operators to prey upon the idea that you or anyone would want to save the planet, our "mother" earth, by sleeping in dirty sheets and hanging up your towel — which of course has the benefit of dramatically lowering their fixed costs of you staying there, from maid service to washing, to logistics to a whole lot of things that are eliminated when you hang the sign on the door that demonstrates that you are saving the earth.
For those of you who are hoteliers, here’s another way to work this… make a rather distinct sign that hangs on the door, or a special green "neon" sign that the guest flips on to let "housekeeping" know that dirty sheets and wet towel are ok, and watch the usage skyrocket as everyone wants a green light at their door!
That idea will save you millions, and it’s just another hybridization of an algorithm which has at its root FS-Green memes, but modified and using the FS-Green equality/social/be like Mike density to get more people enrolled in "saving" the planet! — while reducing your costs dramatically and increasing your profits, because have you noticed, that not one cent of savings went to increase salaries of maids and service workers… (the FS-Green stripped away!)
The reason to understand this, is that "some" (few) individuals can overcome their conditions to become fit to conditions, which do not yet exist making them "mobile".
With the exception of those events which can cause deep personality change, such as trauma, or physiological damage, the motives don’t shift. The means in which they are served and valued do continually shift through the emergence of a belief system constructed from experience, which is vectored by the motives… and hence → valued, as does the conditions which are the matching tension causing values to shift — not motives, but ValuDYNAMICS.
Over time, the cultural scaffold becomes representative of the best practices, which are in fact, without an exemplar, but as a composite, making it difficult for the many to shift the scaffold to their own design.
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