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Keith E Rice's Integrated SocioPsychology Blog & Pages

Aligning, integrating and applying the behavioural sciences

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RED Thinking is not up to 21st Century Crisis Leadership

The RED vMEME is strong in the vMEME stack of most politicians. Granted, there may be a sense of calling to public duty (BLUE) for some while others may see becoming a politician as personal career progression ORANGE); but there will almost always be strong RED. The schemas in the selfplex that I am important…that I have the answers…that I can make a difference…. This RED drive will enable these people to put themselves forward, to shout louder in a world of noise where he or she who shouts loudest is the one most often others listen to. It will literally drive them to work long hours, cajole potential allies and bully enemies, and build power networks with ‘subservient lesser beings’ dependent on their favours. Strong RED, lacking any real anticipation of consequences, will make promises it can’t keep and tell lies it can’t possibly substantiate to avoid the immediate shame of seeming powerless under pressure from ‘challenging lesser beings’. RED is usually mediated by BLUE and ORANGE in most politicians. Such strong RED gets out of hand from time to time so politicians tell stupid and indefensible lies, get caught having sex with someone they shouldn’t, fail to declare a… Read More

Overcoming Intractable Elements in the Israeli-Palestinian Conflict through Spiral Dynamics

by Neri Bar-on I am honoured to publish this ‘guest blog’ by Neri Bar-on, one of the founders of Integral Israel. He is a professional electronics engineer with degrees from Tel Aviv University in economics and philosophy. He lives in Tel Aviv. The Israeli-Palestinian conflict seems to become more intractable by the day: if anything, in recent years both sides are marked by increasing radicalization. Yet the advent of Donald Trump and his pattern of impatiently shattering paradigms could propel the stagnant Israeli-Palestinian process out of its paralysis. It is an opportunity to introduce the principles of Spiral Dynamics to the Israeli and Palestinian leadership, with the goal of forging a new, sustainable system based on both sides making a sober assessment of their real greater good and potential for collaboration. The Spiral Dynamics approach proved helpful before, in advancing collaboration between two seemingly irreconcilable groups in South Africa. The case of Israel and the Palestinians is different but also involves aggrieved people with radically different narratives who are locked in vicious circles of retaliation. Points of origin The strife between Israelis and Palestinians is fanned by their own internal struggles. To oversimplify for the sake of brevity: their internal battles both involve… Read More

The 5Ps

SDi MeshWORKS: how Diverse Stakeholders transform Complex Challenges by Fred Krawchuk 16 July 2018 I am honoured to publish this ‘guest feature’ on the MeshWORKS concept by the remarkable Fred Krawchuk. A former colonel with US Army Special Forces, Fred has used the Gravesian approach as a key conflict management tool in several extremely difficult and highly dangerous situations – not least in undermining the insurgency in Iraq 2006-2007. This is discussed in part in The Sons of Iraq – a Step towards Stratified Democracy? (Fred’s somewhat controversial appearance at Don Beck’s workshops at the Integral Centre in Boulder, Colorado, in March 2009 and the challenge that presented to my own thinking is discussed in the Blog post Don Beck’s got Who at His Workshop This Weekend…?!?!?!). After his military career Fred consulted with the RAND Corporation. He also began teaching leadership, negotiation, and strategy at IESE Business School. He has led high-performing teams in over 30 different countries. Fred’s feature originally appeared in  Innovative Development: Emerging Worldviews and Systems Change (Integral Publishers, August 2015), edited by the late Tom Christensen. It is reproduced here with Fred’s permission. With the exception of some minor formatting changes, it is reproduced exactly as it appeared in… Read More

Online Censorship: where do we draw the Line?

by Carla White  I am delighted to publish this ‘guest blog’ by Carla White. Carla is an experienced writer and blogger who describes herself as “passionate about looking deeper into the world around us”. She writes ‘alternative’ news posts for numerous websites and also has experience running and maintaining websites. She says: “You can always find me at my laptop, with a cup of coffee!” You can email Carla to find out more about her work. Social conditioning has a considerable effect on crime. It was Émile Durkheim who first noted the existence of a values consensus when, in 1893, he wrote about a collective consciousness that defines societal norms and makes certain acts unthinkable to conforming citizens. This idea is one regularly used by governments as justification for censorship. By reiterating the taboo nature of certain topics, they hope to reduce mass indulgence in these things. Admittedly, this tactic has seen success. Child pornography, bestiality and cold-blooded murder are just some examples of topics that incite shock and terror in the hearts of most. However, whenever information is restricted on a national scale, an ethical question is raised. At what point does information control become an active manipulation of the collective conscience? A brief… Read More

Modernisation Theory vs Stratified Democracy #4

PART 4 Stratified Democracy Stratified Democracy, as defined by Don Beck (2000b), shifts the focus from economic development to cultural mindsets, with the understanding that the prime area for ‘development’ is sociopsychological rather than economic or fiscal. The aim of ‘development’ in this paradigm is not to become a consumeristic society along the lines of the Western model – though that may well be what some developing countries eventually become. The aim is for the country to be ‘healthy’ in itself – ie: the sociopsychological well-being of the peoples and the inter-relations between the different internal groupings of whatever type – and to have ‘healthy’ relations with other countries of whatever type. Achieving these healthy states at whatever level a country is at facilitates it moving on to whatever is next on the Spiral. In terms of governance, Stratified Democracy proposes that a core element of Democracy – representative government – be implemented in such as way as to fit with the values and norms – the culture – of the people to be governed. In 4Q/8L terms, this means constructing the Lower Right (the form of government) to match the Lower Left (culture of the people to be governed). As Elza Maalouf… Read More

Value Systems as Foresight Frameworks

by Marcus P Barber Summer 2005 Marcus Barber, CEO of Looking Up Feeling Good Pty Ltd, is a leading Strategic Futurist in Australia. His work straddles academic, commercial and governmental operations. This article, in which he hypothesises about vMEMETIC (value system) perceptions of time, was first published in ‘Futures Research Quarterly’ (Summer 2005) and is republished here with the kind permission of the author. Contact Marcus by e-mail to learn more about his work. The hypothesis of this paper proposes that value systems, as initially identified by Clare W Graves (1970) and subsequently developed by Don Beck & Chris Cowan (1996) into the Spiral Dynamics model, provide clues as to how people approach the subject of time. By identifying someone’s central values system (VS), we are able to anticipate their likely approach to time, their orientation toward the future (and, therein, foresight) and their potential expectations of the outcomes of planning. We are also made cognoscente of the fact that varying life conditions demand alternative methods of resolution. As such, the ability to consider the future for each of the value systems is influenced by differing factors of importance; and foresight practitioners and strategic planners will benefit greatly from being aware… Read More

Social Learning Theory

Relaunched: 26 May 2020 Behaviourism, as a paradigm, doesn’t concern itself with mental processes. In Classical Conditioning John B Watson (1919) treated the mind as a ‘black box’ that Behaviourists did not need to bother with. In Radical Behaviourism B F Skinner (1945) acknowledged that there were ‘private internal events’ but that these were merely the conscious experience of the body functioning. However, not all Behaviourists took such a dismissive view of the concept of internal mental processes. Some did allow for some cognition to influence behaviour. Foremost among these was Edward C Tolman (1932) who proposed the concept of cognitive maps – although Tolman didn’t use the term, he is clearly conceptualising what we now call schemas.  Tolman developed this concept from work he had done (Edward C Tolman & Charles Honzik, 1930) on rats learning the layout of a maze they had to negotiate to get food. In the study 3 groups of rats had to find their way around a complex maze. At the end of the maze there was a ‘goal box’ of food. Some groups of rats got to eat the food, some did not, and for some rats the food was only available after 10 days. The… Read More

What is Globalisation? #2

PART 2 New International Division of Labour The so-called ‘old international division of labour’ reflected the colonial and immediate post-colonial realities that the industrialised societies of the West produced manufactured goods while the rest of the world tended to produce one or 2 primary products per country. However, the Neo-Marxists Folker Fröbel, Jürgen Heinrichs & Otto Kreye (1980) state that, from the 1970s onwards, there have been substantial movements of industrial capital from the ‘advanced’ industrialised world to the developing world. This movement has been driven by rising labour costs and high levels of industrial conflict in the West which reduced the profitability of transnational corporations.  With globalisation, the tendency is for the Western industrial societies to export capital and expertise while poor countries provide cheap labour for manufacturing. According to Dawlabani, this destruction of homeland jobs in the West is justified by economists and financial  leaders via Joseph Schumpeter’s (1942) theory of Creative Destruction. In this paradigm, in a free market entrepreneurs will always introduce innovation which is disruptive to the current economic model but which improves productivity and, thus, economic growth. The cost to those impacted by the ‘destruction’ is not important. Thus, manufacturing is outsourced to low wage countries in… Read More

Jerry Coursen on Clare W Graves

June 2004 Jerry Coursen PhD has been on my perceptual radar since shortly after I was first exposed to Spiral Dynamics in Spring 1998. An irregular but highly-thought-provoking contributor to the SD e-lists, his postings struck me as being of a far deeper structure than many others. Over the years we’ve occasionally exchanged thoughts both off- and on-list; and, in Spring 2001, I was privileged to see Jerry make a presentation at Don Beck’s First Annual Confab in Dallas, Texas. His postulation that C-P/RED assumes leadership in the B-O/PURPLE tribe to begin the transition to a C-P/RED power-based system was something I’d not heard before yet fitted with my own experiences in PURPLE/RED organisations. From there on in, I was more than convinced of the calibre of the man’s thinking! The following interview was conducted with Jerry by e-mail during May and June 2004 after he agreed to let me publish A Spiral Perspective on Human Development…? , a piece he wrote about the way he understands the biopsychosocial model of Clare W Graves. The views he expresses in the interview about the need to ‘debug’ and revise Graves in the light of today’s science may be contentious to some; to… Read More

The Process of Change

Updated: 5 April 2019 A French translation of this article by Luc Taesch is available at https://www.taesch.com/cognitive/changemanagement/le-processus-de-changement-keith-rice What is it leads us to change? Do we just suddenly wake up one morning and decide to change? Do we change because we want to or because we have to? Don Beck & Chris Cowan (1996), co-developers of Spiral Dynamics, identified 7 factors which are part of the change process. Beck (2009) later identified another 3 factors; and this article will use Beck’s 10 factors to set a broad frame for understanding change and how and why it takes place. 1. Potential The individual – or, for that matter, the organisation – has to have the capability to change. Beck & Cowan, from the seminal work of Clare W Graves, identified that someone could be in one of 3 states:- Open to the possibilities of change – they are ready for something new. The Open state is often characterised by the acceptance that change is inevitable and a relatively non-judgemental tolerance of differences. Arrested – caught up so much in their present way of thinking and being that change – without the introduction of dissonance – simply will not occur. This is particularly… Read More