ValuDYNAMICS MANIFESTO @F-L-O-W


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ValuDYNAMICS MANIFESTO @F-L-O-W


A Draft of Assumptions for ValuDYNAMICS


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)

1) I want to retain the integrity of Spiral Dynamics® and my friend and colleague Dr. Don Beck; leave it alone, as a way in which to explain parts of reality as we face them….

2) By switching into ValuDYNAMICS, it avoids confusion about SDi, SD1, 2, etc. and its derivatives.

3) Unlike the spiraling structure, which I believe to be true in cases, there is a networking structure, which I also believe to be true; working in conjunction to support a scaffolding effect for the spiraling (see a graphic of the internet to visualize how both could be true!)

Spiral Dynamics and networking joined together

4) The basins which Graves/SD identified over time are worthy of maintaining as a way to explain the discreet value systems as a dynamic system which continues to build density and frequency based on algorithms to support the particular conditions — often fractional, sometimes fractal.

5) People moving through those basins is not always the case and is limited by a lot of things, capability being one (Graves noted this).  People often leaf out rather than continue to grow and spiral vertically (more hierarchically complex).

6) Inbornness vectors us to accumulate more density in frequency in those basins where we are naturally inclined (to be intrinsically rewarded), or designed if you like.  Although design implies consciousness and mostly our design is unconscious, at the minimum sub-conscious.

7) As new memes (algorithms) are generated, value systems accumulate, discard and protect through immune systems the accumulation, acquisition and assimilation of memes which deny the prime directive identified in the nodal system governing the values basin (strange attractor).

8) As memes are dis-integrated, and stripped apart/unwound; parts of the memes are assimilated to give the appearance (if needed) of AAA (Acquisition, Accumulation and Assimilation)… to the extent necessary to evolve the system for fitness, while protection from the basins immune system.

9) People are different because of inbornness and it is usually the culture they reside in, which dictates how the scaffold of memes — density and frequency — are available for AAA; inbornness dictating why — directly and indirectly — memetic emergence occurs as a subconscious response to fitness requirements, in view of conditions.

10) Hybridization (stripping, and re-assembling) occurs as a way for AAA to function as a fitness generator within the cultural scaffold, and among other cultural scaffolds, which are they themselves becoming as fit as they can through a much larger and longer process, which is more immune to inbornness — although indirectly not — than the individual who is bound by inbornness to display capability, bias, style, level, and roles in the face of becoming individually and collectively fit in the circumstances.

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!)

11) Valuing is a process that seeks to provide a "return" on behavior (RoB) through means and ends relationships which are vectored by inbornness in the individual and by fitness in the collective, although fitness to conditions is driving the individual as well, but not so much as inborn architecture.

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".

12) While it’s difficult to separate a chicken and egg dilemma, motives are ends (the reasons why we value) and values are means in which to accomplish service to those ends.  Motives do not change over our lifetimes as they are inborn (although most motive structures are very complex system dynamics making it difficult to just say this is the cause and effect, as it’s often difficult to unwind combinatorial effects. Yet, just because it’s difficult, doesn’t mean it can’t be done, or doesn’t exist as a cause and effect at some level).

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.

13) Means as well as ends can be occluded because of the layers of indirect and direct functions that are present to construct both our experience and our future direction, which experience often directs, and is served by.

14) Identifying ways in which to represent all of this process is important and I have chosen NETWORK Dynamics to figuratively represent the AAA of values against the ground of inbornness.

15) Where this gets tricky is when we look at apples and oranges — while both being fruit, and coming from trees, are different in terms of their flavors, use, and deliverables — as is the individual and the collective. Few systems can explain both, but Spiral Dynamics® comes close as long as one makes a discreet claim that individuals do not follow necessarily a spiraling path of values AAA-Activation in MOST cases — a rare, very rare number of humans (not worth using as exemplars) can emerge from the subjectivity of their own capability, bias, style, level, and role to move through increasingly complex values because they are not limited by subject/object or hierarchical complexity.

16 By using a networked approach, we see that values are actually a way in which the motives direct fitness through AAA-behavior in the individual and to some extent the culture.  However, the culture is not bound by an individual’s inbornness but seeks to amalgamate the scaffold for the many; choosing instead and often to relegate the needs of the many to the strength of the few individuals who agentically in some form direct the AAA of the cultural scaffold.

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.

17) This attempt to conform and utilize an increasingly more complex scaffold is navigated by fewer and fewer over time because of the limits of capability to produce ValuDYNAMICS which are more complex and thus multi-faceted — beyond the capability, bias, style, level, and role for most individuals. (This is in large part is due to the fact that 20% own 90% of the planet’s wealth… and that number will become less over time if the current operating system I call BLANK SLATE stays in place.)

18) Instead, individuals begin to fragment complexity rather than becoming fractals of complexity… fragmentation leading to polarization and conflict among competing ValuDYNAMICS.

19) As time goes on, these few are matched with the confusion and dis-integration of ValuDYNAMICS and forced to realize that most can not be, do, have, become, and contribute in concert with accelerating complexity, and seek to create Values approaches which either attempt at requiting the polarization through understanding, or the construction of systems, which make force compliance, as understanding wanes.

20) Complexity is at the root of all problems — each solution becoming the problem of the next level and human inbornness, or genetics has not yet produced — per se — the capability to modify this inbornness in any volume.  Therefore until that happens, complexity will be the enemy of the people and the culture as conflicts emerge.*

*Segue for Systems DYNAMICS here because if we can’t do much about it, we can study it and understand why what is happening is happening; until we can do something about the structural situation of the gene-meme gap that is creating the tension as a result of accelerating this gap.

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