Differing Values Systems require Differing Types of Democracy
by
Alan Tonkin
29 June 2005
Alan Tonkin is Chairman of the Global Values Network Group whose www.globalvaluesnetwork.com web site is one of the most advanced in the world at using Spiral Dynamics to monitor shifts in societies and assess impacts at both national, international and even global levels.
Alan generously allowed this piece, written for the GVN site, to be published here.
In looking at the world with its widely varying values systems it is interesting
to see how the word 'democracy' means different things to different people. An example
of this is when leaders from the Western developed world speak of democracy they
generally mean constitutional democracy based on a universal franchise, multi-
However, in developing economies constitutional arrangements can
vary with the values spread being across the PURPLE/RED/BLUE/ORANGE/GREEN range.
In cases such as this ‘democracy’ means something different to the first example
quoted as PURPLE/RED/BLUE requires a modification of the type of system that is likely
to be effective. In this case a firmer more directive system is likely to work best.
In order to illustrate the differing
types of values at the different levels it is important to make the point that "one
democratic system does not fit all" as is so often demanded. If we look at the different
values systems the following differences exist though each is particularly appropriate
in its own environment:
Note: We also wish to acknowledge with thanks the input from Don Beck on the above graphic 'Stratified Democracy: Managing the Global Mesh' on which this article is based.
Tribal System (PURPLE)
The PURPLE system covers tribal societies where there is a
mutual reciprocity and kinship. This is an elegant system which on its own can be
very appropriate and successful. An example of this is the tribal system still found
in certain remote parts of the world which only now are being influenced by technology.
It is however, still also found in the witchdoctors muti (medicine) still influencing
many people in African countries as well as in other similar underdeveloped regions.
It is important to note that this value system normally exists with other systems
such as RED and BLUE and not in isolation.
Feudal Empires (RED) -
The
RED system includes many countries where following independence in the 60's there
was a regression to one party states with dictators and their elites being in control.
Examples include the Congo, Zimbabwe today and a variety of countries in other parts
of the world. In many of these countries following the deterioration in the political
climate and with the resulting deterioration in security, education and health services
many of the people with the necessary skills but with opposing values systems (BLUE/ORANGE)
left these countries, thus making the practical situation on the ground even worse.
Authoritarian Democracy (BLUE) -
The BLUE system can be a friendly
such as the authoritarian democracy as experienced in Singapore and latterly in China.
This is the type of values system which does not encourage too much autonomy in the
provinces and is based on a unitary system of government. Equally, the BLUE system
can be punitive and does not encourage dissent or criticism. This can result in a
system which makes things work but at the same time does not encourage public debate
on major issues. Strong BLUE starts to soften as it acquires tinges of the ORANGE
'Free Market' approach.
Multi-
The
ORANGE system allows for a multi-
The GREEN System includes countries such as the
Scandinavian countries and the Netherlands. This system encourages GREEN issues such
as the environment and quality of life over other issues. At this stage Social Democracies
tend to be concentrated in the European Union rather than North America even though
states like Minnesota in the US have many of these values present in their society.
People are seen as being able to benefit equally from the resources available within
a unitary system.
Integrated Democracy (YELLOW) -
The YELLOW System is
a newly emerging geo-
Developing Economies
There is a need in developing countries for a Yellow Integral
system which will allow aspects from all of the 1st Tier systems from PURPLE/RED/BLUE/ORANGE
through to GREEN. The 2nd Tier YELLOW system is like the Formula 1 racing car with
many gears, each suitable for differing life conditions including the integration
of 1st Tier values.
There are varying levels of developing economies from smaller
economies like some of those in Eastern Europe to India with its large population
and with a wide range of values systems. At the same time India has a large middle
class who are both literate and technologically capable. Here as in Africa values
also range from Purple through to GREEN but with the percentages in each system being
different.
However, one of the key issues of developing economies is that in many
cases they require a different style and type of democracy from that practiced in
the post-
Another example is in the Middle East where Israel (BLUE/ORANGE/GREEN)
lives right next door to the Palestinian areas which are less developed and fall
into the RED/BLUE/ORANGE range. These conflicting values systems are part of the
current problem with actions and reactions often being based on these conflicting
values and realities with punitive RED/BLUE being the dominant values.
Developed
Post-
In the Post-
The question
of countries like Afghanistan and the type of political system required is particularly
interesting. This is a country which has a large percentage of PURPLE/RED values
with people who come from a largely rural tribal background as well as there being
a number of powerful warlords in the national mix. At the same time there is a need
for the country to build a sound infrastructure based on the required BLUE/ORANGE
economic values.
This requires a new type of constitutional dispensation which allows
for the management of all these values simultaneously. This has just been highlighted
by the initial demand for the ex-
The
Way Forward
The key to these levels of ever increasing global complexity is in the
understanding and implementation of YELLOW Integral systems in business, politics
and other spheres of life. If the world is to prosper as a whole into the 21st Century
more integral managers are going to be required in all spheres of life, both in the
private and public sectors.
It is unlikely that these skills will be developed through traditional leadership
programs, either within existing University Business Schools or other similar institutions.
It is therefore suggested that the recently formed Institute for Values & Culture
in the United States could possibly fill this role in conjunction and with other
global players such as the Global Values Network.
It is often said that the new South
African Constitution is one of the most advanced in the world from a pure values
perspective. However, if South Africa and the NEPAD (New Program for African Development)
is to move forward a 2nd Tier YELLOW approach is required in order to integrate the
necessary points of difference into a shared vision. In terms of an Integral Approach
the YELLOW model can be shared and used globally where leaders share the will to
overcome the problems facing them by using the best aspects from the various values
systems while at the same time integrating competing demands.
As an integral part
of the strategy it is important to take the values technology and through a number
of key pilot projects provide the understanding of how to use the technology in practice.
The technology is an elegant 'open system' and the use of this approach provides
leaders with the YELLOW Integral capabilities necessary to assist in moving the global
development process forward.
Following the above phase a further key requirement
to a better understanding of values is for the technology to be communicated and
made more widely available to global leaders and other opinion formers.
Some
Conclusions
As we have seen from the above, democracy is not a one-
There is a general realisation that neither the ORANGE
or GREEN approaches work in isolation and the next step must surely be to use the
Yellow 2nd Tier integral approach in moving forward. Equally, in the first phase
of 2nd Tier, the approach must be in building Yellow integral structures in order
to more fully understand the process of building these 2nd Tier structures and approaches.
Current
QuickSCAN* returns show that the existing pre-
We need therefore, to continue to encourage the trend towards
Integral YELLOW as the next major step required for positive change at the global
level. It is also important to bear in mind that the current YELLOW leadership core
is around 1.5% of the total world population and is unlikely to rise above this significantly
in the short to medium term.
Although
the percentage of individuals possessing YELLOW Integral values is currently very
low it is possible to obtain significant change on a number of global issues. This
however, will require the global leadership group from both the private and public
sector to provide integral frameworks upon which national and regional policy direction
can be developed and built.
It is suggested that one of the key ways of spreading
the technology is through a global values survey using the WorldSCAN** instrument
as a starting point. This will provide the foundation for a better understanding
of global values systems and how these influence competitiveness and the different
styles of democracy currently used around the world.
As part of this integral process
we would also appreciate any further insight/comments readers may have on the above
proposal. These may be sent to info@globalvaluesnetwork.com
*QuickSCAN and **WorldSCAN are online values data collection tools a the Global Values Network site.
