Many of us who are trying to understand the complexities of our emerging world might have run into the term VUCA, Volatility, Uncertainty, Complexity and Ambiguity.¬† At the organizational level,¬† The term describes the institutional forces permeating the atmosphere in which organizations struggle to perform. This new reality is made more difficult because the more¬† complex issues that drive decision-making and cultural norms. Too often these complex issues become entangled with maladaptive behaviors, which then give way to pathological corporate activities.
At the¬† Spiral Dynamics Summit on the Future, Dr. Darrell Gooden will highlight how the use of the value-systems framework has contributed to positive and productive change through¬† vMemetic replication. His presentation¬† will further explain how to sustain the gains in complex organizations by opening evolutionary pathways that allow healthy expressions of organizational Vmemes to emerge.
Accurate discernment of Vmemes codes in VUCA conditions prevents and resolves deep conflicts and its aftermath. Importantly, this work reveals that the leadership‚Äôs collective perceptions, and the nature of their manifested Vmemes (affirming or coercive) influence the organization‚Äôs culture, structure and systems. The work herein implies the probability of successfully infusing a complex enterprise atmosphere with affirmative stimuli depends on actions of ‚Äúpositive deviants‚ÄĚ and management‚Äôs ability to articulate a compelling case to change the cognitive map of the workforce.
Darrell Gooden began his work with the Spiral Dynamics Group and Dr. Don Beck in 1998. Darrell holds a PhD in Organizational Transformation from the Adizes Graduate School.¬†He holds a Master of Science Degree in Technology Management from Pepperdine University and a Bachelor of Science Degree in Management of Information Systems from the University of Redlands.
Recent scientific surveys conducted by Dr. Bjarni Jonsson reveal that almost 97% of people around the world believe that Democracy is a good way to govern. The same survey also revealed that almost 80% of people worldwide seem to have a deep mistrust in the system and its philosophy. This figure is likely at an all-time high and is not expected to moderate anytime soon.
What accounts for this discrepancy and does scientific research support the findings that Democracy is a failed experiment that needs to be replaced by a different system for governance. Would an alternative system need to be more authoritarian and restrictive, or would a deeper level of engagement and trust in Democracy help improve the virtues of governance. What if more of the world population and its leaders gain a better understanding of what needs to be done to guard the precious virtues of ‚Äúgovernment by the people?‚ÄĚ What would be the mechanisms that need to be put in place to guarantee that all voices be heard?
Dr. Jonsson argues that Democracy as a fully functioning system for governance has not emerged yet, and what we call democracies is a big misunderstanding. He will be arguing his case for the different types of governance and what it will take for us to gain a better understanding of governing systems designed from the Emerging values of Humanity, what we in Spiral Dynamics call the values of the Second Tier.
Dr. Jonsson will present his views on these issues at the highly anticipated Spiral Dynamics Summit on the Future scheduled to take place in Dallas in April. Please click here for more details, and for a preview of the event. You can find out more about Dr. Jonsson and his work with the Icelandic National Assembly and the crucial role it played in reuniting Iceland after the devastating effects of the financial crisis of 2008. You can also look up Dr. Jonsson‚Äôs talks about ‚ÄúCrowd Visioning‚ÄĚ on TEDx Stage.
“The primary focus of the Summit is to bring together the brightest global minds to help us better understand chaos and change in these times of uncertainty.”¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†
¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬†¬† Dr. Don E. Beck