Spiral Dynamics model
Spiral Dynamics model proposes that human beings evolve through eight different levels of consciousness, each with its own distinct characteristics, values, and worldviews. These levels are represented by different colors in the Spiral Dynamics model, as follows:
Beige: The first level, characterized by survival instincts and basic needs.
Purple: The second level, characterized by a tribal mindset and magical thinking.
Red: The third level, characterized by impulsiveness and a desire for power and control.
Blue: The fourth level, characterized by a strong sense of order, morality, and duty.
Orange: The fifth level, characterized by a focus on individual success and achievement.
Green: The sixth level, characterized by a concern for community, equality, and human rights.
Yellow: The seventh level, characterized by a systems-oriented worldview and a focus on flexibility and adaptability.
Turquoise: The eighth level, characterized by a holistic and integrated perspective on the world and a desire for global transformation.
Each level builds on the previous one, incorporating and transcending the values and beliefs of the earlier levels. Spiral Dynamics is not a personality test or a fixed categorization of individuals, but rather a dynamic model that recognizes that people can operate at different levels depending on the context and situation.
The Kolb model
The Kolb model is a learning style model that proposes that individuals have different learning styles based on their preferences for processing information. here are short descriptions of all four categories in the Kolb learning styles model:
Convergers: tend to be focused on practical applications and problem-solving, with a preference for active experimentation and concrete experiences.
Divergers: tend to be imaginative and creative, with a preference for generating ideas and exploring possibilities through reflection and observation.
Assimilators: tend to be analytical and prefer to learn through abstract reasoning, with a focus on organizing and structuring information.
Accommodators: tend to be adaptive and enjoy learning through hands-on experience, with a preference for trial-and-error and learning by doing.
Creating Effective Teams through Spiral and Kolb Integration
One approach to creating teams that merge different profiles of Spiral and Kolb is to use a diversity and inclusion strategy. This involves intentionally seeking out individuals with different backgrounds, skills, and perspectives, and creating a culture that values and leverages those differences.
In this chapter, we explore how teams can be structured using a combination of Spiral Dynamics and Kolb’s learning styles, with examples for both teams of two and five.
For a team of 2, let’s say we have two individuals with different Kolb profiles:
Individual 1 has a Kolb profile of Converger (AC/AE/RO/CE) and a Spiral Dynamics level of Green (Relativistic).
Individual 2 has a Kolb profile of Assimilator (AC/RO/CE/AE) and a Spiral Dynamics level of Yellow (Systemic).
Based on their profiles, we can assign the following roles:
Individual 1 (Converger/Green): Project Manager, responsible for leading the team and ensuring that everyone is working towards the same goals.
Individual 2 (Assimilator/Yellow): Technical Expert, responsible for developing and implementing new systems and processes to improve team performance.
In this way, the Project Manager can use their Green perspective to bring the team together and foster collaboration, while the Technical Expert can use their Yellow perspective to identify new opportunities for improvement and help the team work more efficiently.
For a team of 5, let’s say we have five individuals with different Kolb profiles:
Individual 1 has a Kolb profile of Diverger (CE/AE/RO/AC) and a Spiral Dynamics level of Blue (Absolutist).
Individual 2 has a Kolb profile of Converger (AC/AE/RO/CE) and a Spiral Dynamics level of Green (Relativistic).
Individual 3 has a Kolb profile of Assimilator (AC/RO/CE/AE) and a Spiral Dynamics level of Yellow (Systemic).
Individual 4 has a Kolb profile of Accommodator (CE/RO/AC/AE) and a Spiral Dynamics level of Turquoise (Holistic).
Individual 5 has a Kolb profile of Converger (AC/AE/RO/CE) and a Spiral Dynamics level of Orange (Achievist).
Based on their profiles, we can assign the following roles:
Individual 1 (Diverger/Blue): Team Facilitator, responsible for ensuring that everyone’s ideas are heard and that the team is working in a cohesive manner.
Individual 2 (Converger/Green): Project Manager, responsible for leading the team and ensuring that everyone is working towards the same goals.
Individual 3 (Assimilator/Yellow): Technical Expert, responsible for developing and implementing new systems and processes to improve team performance.
Individual 4 (Accommodator/Turquoise): Visionary, responsible for setting long-term goals and guiding the team towards a holistic vision.
Individual 5 (Converger/Orange): Taskmaster, responsible for ensuring that individual tasks are completed on time and to a high standard.
In this way, each team member can bring their unique perspective to the team and contribute to its success. The Team Facilitator can use their Blue perspective to create a harmonious working environment, while the Visionary can use their Turquoise perspective to guide the team towards a higher purpose. The Project Manager can use their Green perspective to encourage collaboration, the Technical Expert can use their Yellow perspective to identify new opportunities for improvement, and the Taskmaster can use their Orange perspective to ensure that the team is meeting its goals in a timely manner.
How to Avoid the Worst Combinations of Team Members Using the Kolb and Spiral Dynamics Methods.
It is difficult to identify worst combinations of Spiral Dynamics and Kolb profiles as each individual brings unique strengths and weaknesses to the team. However, it is important to consider the potential challenges that may arise from certain combinations and develop strategies to overcome them.
For example, a team consisting of individuals who are all at the same level of the Spiral Dynamics model may lack diversity of thought and may struggle to adapt to changing circumstances. Similarly, a team made up entirely of individuals with the same Kolb profile may struggle with creativity and innovation, as they may all approach problems and tasks in the same way.
Conversely, a team that has a wide variety of Spiral Dynamics and Kolb profiles may face challenges in communication and collaboration due to differences in communication styles and work preferences. It is important for the manager to facilitate communication and build a culture of respect and understanding among team members.
Ultimately, it is important to remember that each individual brings unique strengths and perspectives to the team, and the success of the team will depend on how well the manager can leverage these strengths and manage potential challenges that may arise.