Value System Theory

According to Dr. Clare, a value system incorporates varying systems of morals, ethics, creeds and likes. It also views these concepts through the general opinion of the public around. A person, a group or a culture is defined in the light of the public opinion. Developmental psychologist, Clare W. Graves (1914-1986) introduced his idea of value system in Emergent Cyclical Levels of Existence Theory.

Graves formulated the following starting points for his value system:

• The person’s circumstances and problems place him in a particular value system and he deals with the systems according to his mind conditions.

• All value systems are there within every individual.

• The changing circumstances change the value system for everyone.

• All the

Graves have their distinct values. These values are specific to the level concerned. Each following level provides a solution to the problems of the preceding level. By switching the position of the levels, their focus rests on communal or individual values. According to Dr. Graves, each system may show advantages or disadvantages of its specific values.

Don Beck and Christopher Cowan developed the theory further and presented a structured model of adaptive intelligence and sociocultural evolution in Spiral Dynamics: mastering values, leadership and change (1996, 1999, and 2005).

Dawkins suggested a changing model of cultural information transfer. Here the ideas which he calls memes, increase rapidly just like biological genes. He tries to say that these ideas spread though social interaction.

The Spiral Dynamics model clearly calls Grave’s evolutionary sequence a social DNA which has spread very fast. Beck & Cowan coloured the SIX value systems so that they are easy to understand during any training session.

These colours are as follows;

• Level 1: Survival Instinct: Beige system (individualistic), origin 100,000 BCE

• Level 2: Tribal/Kinship: Purple system (communal), origin 50,000

Graves argues that there is always a place for change and we have to accept it. Sometimes, the values may tend to switch from healthy to unhealthy side and at other times within systems (exiting one and entering another).

Leadership in 21st century is reshaping into an entirely way. Current leaders have to observe the connection between internal and external trends, use effective language, work to change the mind-sets and culture, accept challenges to bring about positive results. Modern leaders believe in leading their organizations beyond traditional systems and it is likely to benefit both organizations and wider society.

Modern leader feels happier in public debates with new perspectives and engages in multi-stakeholder collaboration with unconventional partners.

When chief executive Paul Polman announced in November 2010 Unilever’s strategy to double the size of its business by achieving eight ambitious goals that would help consumers improve their quality of life in a more resource efficient way, he was among a wave of business leaders that have been redefining how they want the success of their organisations to be measured. (LEADERSHIP IN A RAPIDLY CHANGING WORLD: How business leaders are reframing