SDTEST®

We open-sourced the first prototype of SD-Navigator™ - a proof-of-concept for a behavioral decision model built on Spiral Dynamics theory.

This prototype is the first working step toward the idea shown here:
https://www.youtube.com/watch?v=ymLzd...

The core idea is that management decisions don't affect all value systems equally.
u7 (reduce staff) hits Purple and Green differently than Orange or Yellow.
The model makes that visible before you act.

Current prototype implements:
- State vector: 7 vMemes + Fear / Trust / Well-being sensors
- 6 management actions from SDTEST® Poll #1 (u1–u9 taxonomy)
- Single-step transition: S(t+1) = f[S(t), u(k), C]
- J-score: weighted sum of predicted impacts on stability
- Synthetic correlation matrix (demo dataset)

What the full model requires (and what model is building toward):
- C-matrix from all 39 SDTEST® global polls (13,000+ pairwise correlations)
- 5 motivational layers: behavior, values, leadership, psychology, demographics
- Multi-step trajectory simulation (t+1 ... t+n)
- Demographic filters: ageism risk, gender, cultural context
- Adaptive policy: context-dependent u(k) recommendations
- Lefebvre's reflexive choice model (X = F(x1, x2, x3))

Two paths forward:

→ You can build it yourself:
Source code: github.com/sdtest-me/sd-navigator
The architecture is open. You know what the missing piece is.

→ We build it for your organization:
Sponsor Lab: SD-Navigator™ calibrated on your internal SDTEST® data.
Scenario simulation before decisions hit reality.
Details: sdtest.me/faq/sponsor-lab

→ Live demo: sdtest-me.github.io/sd-navigator/

#SpiralDynamics #SDTEST #SDNavigator

1 month ago | [YT] | 3

SDTEST®

Seeking Deeper Understanding ✨7️⃣6️⃣7️⃣

“I live life one day at a time and don’t really think about the future.”
For many, this reflects presence. For Orange, it signals aimlessness.

A positive correlation of +0.1788 (Pearson) exists between Strongly Disagreeing with the statement and affirming future orientation, and the Orange vMEME, based on 1,887 responses from 85 countries and 22 languages. The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0451. This positive linear correlation of +0.1788 meets reliability criteria, but does not imply causation.

📊 Poll: Psychological Wellbeing (by Carol D. Ryff)
🔗 Poll: poll.sdtest.me/wellbeing-ryff

Crucially, because the item is phrased as “I live life one day at a time…”, selecting Strongly Disagree indicates that the person rejects presentism and instead embraces forward planning. This stance strongly aligns with Orange values.

This means: the stronger the Orange values (achievement-driven, strategic, results-oriented, future-focused), the more likely a person is to reject living “one day at a time” in favor of deliberate goal-setting. For Orange, well-being isn’t found in spontaneity; it’s engineered through vision, milestones, and execution.

This aligns with consistent Orange patterns:
• +0.1881 with “Purpose in life. I enjoy making plans for the future and working to make them a reality / Strongly agree.”
• +0.1718 with rejecting difficulty in relationships (“Positive relations with others. Maintaining close relationships has been difficult and frustrating for me / Strongly disagree.")
• +0.1512 with rejecting misfit (“Environmental mastery. I do not fit very well with the people and the community around me / Strongly disagree.")

Together, they reveal Orange’s core stance: well-being is a product of agency, not acceptance. Purpose isn’t discovered; it’s designed.

🔻 The Pain:
Orange’s pain isn’t rigidity; it’s being told that planning is control-freak behavior. When culture romanticizes “going with the flow,” Orange doesn’t feel free; it feels directionless. The real wound isn’t over-optimization; it’s mistaking strategy for anxiety.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Orange, the gain emerges not through surrender, but through strategic intentionality. When leaders honor future-building as a form of self-respect, not ego, Orange thrives. In that space, purpose isn’t mystical; it’s methodical.

👥 This insight is vital for:
• Coaches supporting high-agency professionals
• HR teams designing performance frameworks
• Mental health practitioners validating goal-oriented wellbeing

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is living “one day at a time” always wisdom, or sometimes avoidance? Can purpose be planned, not just felt? Share your view.

#SpiralDynamics #OrangevMEME #Purpose #FutureFocus #Psychological #Wellbeing #SDTEST

3 months ago | [YT] | 3

SDTEST®

Seeking Deeper Understanding ✨7️⃣6️⃣6️⃣

“World War.”

For many, this evokes existential dread. For Blue, it’s not the event that terrifies; it’s the breakdown of order it represents.

A negative correlation of –0.0388 (Pearson) exists between selecting “World War” as a greatest fear and the Blue vMEME, based on 4,312 responses from 108 countries and 22 languages. The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0299. This negative linear correlation of –0.0388 meets reliability criteria, but does not imply causation.

📊 Poll: My Greatest Fears
🔗 Poll: poll.sdtest.me/fears

This means: the stronger the Blue values (oriented toward order, duty, moral structure, and transcendent purpose), the less likely a person is to prioritize “World War” as their greatest fear. For Blue, the true threat isn’t large-scale violence; it’s the collapse of meaning, legitimacy, and lawful continuity that makes such violence possible.

This aligns with consistent Blue patterns:
• –0.067 with “Return to repression”
• –0.0588 with “Tougher regimes”
• –0.0439 with “Arbitrary rule of the authorities”

Together, they reveal Blue’s core stance: fear is not of chaos, but of meaningless chaos. Blue tolerates hardship if it serves duty; it cannot tolerate injustice without a framework. A war fought under clear rules, for a just cause, may be endured. A world where no rules apply, where authority is capricious, is the true nightmare.

🔻 The Pain:
Blue’s pain isn’t pacifism; it’s being told that structure is oppressive. When culture frames order as control, Blue doesn’t feel liberated; it feels unmoored. The real wound isn’t war; it’s the erasure of moral compass.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Blue, the gain emerges not from embracing uncertainty but from reaffirming legitimate authority. When leadership acts with consistency, transparency, and adherence to shared principles, even in crisis, Blue finds calm not in safety but in predictability.

👥 This insight is vital for:
• Crisis communicators addressing public anxiety
• Policymakers designing post-conflict governance
• Leaders restoring trust after institutional rupture

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is fear of war really about violence, or about the loss of meaning? Can order be protective without being oppressive? Share your view.

#SpiralDynamics #BluevMEME #Fear # War #Order #SDTEST

3 months ago | [YT] | 2

SDTEST®

Seeking Deeper Understanding ✨7️⃣6️⃣5️⃣

“I find most things amusing.”

For many, this signals lightheartedness. For Red, it often reads as weakness or irrelevance.

A positive correlation of +0.1255 (Pearson) exists between selecting “Strongly Disagree” with “I find most things amusing” and the Red vMEME, based on 1,678 responses from 81 countries and 18 languages. The critical value of the correlation coefficient for a non-normal distribution, by Spearman, is r = 0.002. This positive linear correlation of +0.1255 meets reliability criteria, but does not imply causation.

📊 Poll: Oxford Happiness Survey
🔗 Poll: poll.sdtest.me/happiness-oxford

Crucially, because the item is phrased as “I find most things amusing”, a Strongly Disagree response means the person does not find most things amusing, and this stance correlates positively with Red. In other words, Red tends to reject pervasive amusement as frivolous, inappropriate, or distracting from what matters: power, survival, or immediate results.

This aligns with prior Red patterns:
• +0.1415 with “Strongly Disagree” to “I have very warm feelings towards almost everyone.”
• +0.1247 with “Strongly Disagree” to “I am intensely interested in other people.”
• +0.1191 with “Strongly Disagree” to “I am always committed and involved.”

Together, they reveal Red’s core stance: emotional neutrality is a strategic approach. Humor, warmth, and constant engagement are not virtues; they’re vulnerabilities unless tied to dominance or utility.

🔻 The Pain:
Red’s pain isn’t joylessness; it’s being told that seriousness is a deficit. When culture equates happiness with constant amusement or universal goodwill, Red doesn’t feel uplifted; it feels disarmed. The real wound isn’t lack of laughter: it’s mistaking emotional restraint for coldness.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Red, the gain emerges not through forced positivity, but through unapologetic presence. Strength isn’t found in smiling; it’s found in standing firm when others flinch. In high-stakes environments, Red’s refusal to be amused by triviality isn’t cynicism; it’s focus.

👥 This insight is vital for:
• Leaders managing crisis-response teams
• Coaches supporting high-agency, low-tolerance talent
• Mental health practitioners designing culturally responsive interventions

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is humor always healthy, or can seriousness be its own form of resilience? Can emotional restraint be a strength, rather than a deficiency? Share your view.

#SpiralDynamics #RedvMEME #EmotionalNeutrality #Happiness #SDTEST

3 months ago | [YT] | 2

SDTEST®

Seeking Deeper Understanding ✨7️⃣6️⃣4️⃣

“Meaning.”

For many, this is the cornerstone of engagement. For Purple, it’s often irrelevant because purpose is lived, not abstracted.

A negative correlation of –0.1215 (Pearson) exists between selecting “Meaning” as a key factor for team effectiveness and the Purple vMEME, based on 1,394 responses from 77 countries and 22 languages. The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0525. This negative linear correlation of –0.1215 meets the reliability criteria but does not necessarily imply causation.

📊 Poll: Factors that impact team effectiveness (by Google)
🔗 Poll: poll.sdtest.me/teameffictiveness

This means that the stronger the Purple values (tribal loyalty, ancestral continuity, kinship-based belonging), the less likely a person is to cite “meaning” as a driver of team success. Why? Because for Purple, effectiveness isn’t derived from shared mission statements; it’s secured through shared identity, ritual, and reciprocal obligation.

Meaning isn’t articulated; it’s enacted in daily fidelity to the group.

This aligns with consistent Purple patterns:
• –0.1232 with “Meaning” in prior data
• –0.0794 and –0.0758 with “Psychological safety” across samples

Together, they reveal Purple’s core stance: trust flows from belonging, not from declarations of purpose. When the tribe functions, meaning is implicit. When it fractures, no slogan can restore it.

🔻 The Pain:
Purple’s pain isn’t nihilism; it’s being told that loyalty without articulation is insufficient. When leaders demand “shared meaning” as a prerequisite for cohesion, Purple doesn’t feel inspired; it feels alienated. The real wound isn’t a lack of vision; it’s mistaking ritual for irrelevance.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Purple, the gain emerges not through inspirational narratives, but through embodied belonging. A shared meal, a recurring ritual, a vow honored across generations; these aren’t soft extras. They are the infrastructure of effectiveness. In Purple logic, teams don’t need a mission statement; they need a covenant.

👥 This insight is vital for:
• Leaders integrating traditional teams into modern structures
• HR designing inclusion that honors kinship-based cohesion
• Coaches supporting Purple talent in purpose-driven environments

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is meaning always necessary for team effectiveness, or can belonging alone suffice? Can purpose be lived rather than declared? Share your view.

#SpiralDynamics #PurplevMEME #TeamEffectiveness #Google #Belonging #SDTEST

4 months ago | [YT] | 2

SDTEST®

Seeking Deeper Understanding ✨7️⃣6️⃣3️⃣

“They micro-manage me.”
For many, this is poor leadership. For Turquoise, it’s a profound violation, not of autonomy, but of interbeing.

A positive correlation of +0.2095 (Pearson) exists between selecting “They micro-manage me” as the most bothersome trait of a terrible people manager and the Turquoise vMEME, based on 200 responses from 43 countries and 7 languages. The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.1395. This positive linear correlation of +0.2095 meets the reliability criteria but does not necessarily imply causation.

📊 Poll: XING’s culture assessment
🔗 Poll: poll.sdtest.me/xing-culture-assessment

This means: the stronger the Turquoise values (holistic interdependence, self-organizing systems, non-egoic identity), the more a person is disturbed by micromanagement, not because they crave freedom, but because micromanagement contradicts the very logic of emergence. For Turquoise, trust isn’t granted; it’s assumed as the baseline of co-creative flow. To be micromanaged is to be treated as a cog, not a node in a living network.

This aligns with prior Turquoise patterns:
• +0.2757 with valuing visionary strategic direction (in great employers)
• –0.2311 with disliking the lack of clear processes (in terrible employers)

Together, they reveal Turquoise’s nuanced stance: it doesn’t reject structure; it rejects imposed control. Turquoise thrives in environments where processes emerge from a shared purpose, rather than being imposed from above.

🔻 The Pain:
Turquoise’s pain isn’t autonomy loss: it’s being reduced to a predictable variable in someone else’s model. When a manager insists on oversight, Turquoise doesn’t feel unsafe; it feels unseen, as if its capacity for self-organization is invisible. The real wound isn’t control; it’s the denial of systemic intelligence.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Turquoise, the gain emerges not through delegation, but through co-evolutionary trust. When leaders create conditions, not commands, where individuals and teams self-organize around shared intent, micromanagement becomes unnecessary. In that space, guidance flows with the system, not over it.

👥 This insight is vital for:
• Leaders designing regenerative organizations
• HR teams redefining performance management
• Coaches supporting Turquoise talent in hierarchical settings

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is micromanagement always harmful, or sometimes misdiagnosed as control when it’s actually anxiety? Can trust be systemic, not just personal? Share your view.

#SpiralDynamics #TurquoisevMEME #Leadership #SelfOrganization #SDTEST #XING

4 months ago | [YT] | 2

SDTEST®

Seeking Deeper Understanding ✨7️⃣6️⃣2️⃣

“Dwell on mistakes.”
For many, this is part of learning. For Yellow, it’s a trap that blocks systemic insight.

A negative correlation of –0.2076 (Pearson) exists between selecting “Dwell on mistakes” as a reason people give up and the Yellow vMEME, based on 123 responses from the U.S. across 4 languages. The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.1785. This negative linear correlation of –0.2076 meets the reliability criteria but does not necessarily imply causation.

📊 Poll: Reasons why people give up (by Anna Vital)
🔗 Poll: poll.sdtest.me/people_give_up

This means: the stronger the Yellow values in the U.S., the less likely a person is to see “dwelling on mistakes” as a valid explanation for giving up. Why? Because for Yellow, mistakes aren’t moral failures; they’re data points in a dynamic system. Error fixation distorts perception; adaptation generates progress.

This aligns with prior U.S.-specific Yellow patterns:
• –0.3417 with “Assume their problems are unique”
• –0.2889 with “Feel sorry for themselves”

Together, they reveal Yellow’s core stance: resilience isn’t emotional; it’s systemic. Giving up isn’t caused by pain; it’s caused by misreading the system.

Notably, this U.S. sample spans 4 languages, reflecting a multicultural environment where diverse worldviews coexist. In such contexts, Yellow’s aversion to ego-centric narratives, like ruminating on personal failure, becomes even more pronounced. When multiple cultural lenses are present, Yellow defaults not to individual blame, but to pattern recognition across systems.

🔻 The Pain:
Yellow’s pain isn’t indifference; it’s being asked to treat mistakes as personal wounds. When culture frames failure as identity (“I am a failure”), Yellow doesn’t feel empathy; it feels cognitive distortion. The real wound isn’t error; it’s mistaking a signal for a sentence.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Yellow, the gain emerges not through self-forgiveness, but through pattern recognition. Instead of asking “Why did I fail?” Yellow asks: “What feedback is the system offering?” Mistakes become calibration, not condemnation.

👥 This insight is vital for:
• Founders navigating startup pivots without self-blame
• Educators fostering anti-fragile learning mindsets
• Coaches helping high-performers reframe setbacks as signals

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is dwelling on mistakes always harmful, or sometimes necessary? Can failure be neutral if seen through a systems lens? Share your view.

#SpiralDynamics #YellowvMEME #Resilience #SystemsThinking #giveup #SDTEST

4 months ago | [YT] | 3

SDTEST®

Seeking Deeper Understanding ✨7️⃣6️⃣1️⃣

“Universities.”
For many, this evokes research and prestige. For Green, it represents a trusted space for collective learning, equity, and social healing.

A positive correlation of +0.1065 (Pearson) exists between expressing “quite a lot” of confidence in universities and the Green vMEME, based on 1,179 responses from 78 countries and 20 languages. The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0571. This positive linear correlation of +0.1065 meets the reliability criteria but does not necessarily imply causation.

📊 Poll: Trust (by WVS)
🔗 Poll: poll.sdtest.me/trust

This means that the stronger the Green values, the more likely a person is to place high trust in universities, not as elite institutions, but as communal platforms for co-creation, knowledge-sharing, and systemic fairness.

This aligns with prior Green patterns:
• +0.1396 with trusting labor unions
• +0.1161 with trusting people they know personally
• –0.1167 with expressing “none at all” of trust in the International Criminal Court (ICC)

Together, these reveal Green’s core stance: trust flows not from authority, but from relational integrity and perceived alignment with justice. Green trusts structures that embody inclusion, process, and shared voice, and distrusts distant, top-down mechanisms that lack transparency or community input.

🔻 The Pain:
Green’s pain isn’t naivety; it’s seeing universities reduced to credential factories or ICC-like bodies perceived as detached from lived realities. When academia prioritizes rankings over relational repair, Green doesn’t feel disillusioned; it feels betrayed. The real wound isn’t lack of access; it’s mistaking institutional prestige for communal purpose.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Green, the gain emerges not through top-down expertise, but through participatory knowledge ecosystems. When universities become spaces where diverse voices co-design curricula, address injustice, and elevate marginalized perspectives, trust isn’t earned; it’s co-created.

👥 This insight is vital for:
• University leaders reimagining civic engagement
• Policymakers designing inclusive education systems
• NGOs partnering with academia for grassroots impact

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is trust in universities about reputation, or relational responsibility? Can academia be both rigorous and radically inclusive? Share your view.

#SpiralDynamics #GreenvMEME #Trust #HigherEducation #SDTEST

4 months ago | [YT] | 2

SDTEST®

Seeking Deeper Understanding ✨7️⃣6️⃣0️⃣

“I live thinking about my past.”

For many, this is a reflection. For Orange, it’s a distraction from what matters: the future.

A negative correlation of –0.0814 (Pearson) exists between selecting “Past” as one’s temporal focus and the Orange vMEME, based on 1,424 responses from 87 countries and 20 languages. The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.052. This negative linear correlation of –0.0814 meets the reliability criteria but does not necessarily imply causation.

📊 Poll: I live thinking about my past, present, or future
🔗 Poll: poll.sdtest.me/mythoughts

This means: the stronger the Orange values (achievement, strategy, innovation, results), the less likely a person is to dwell on the past. Why? Because for Orange, time isn’t for reminiscing; it’s for optimizing. The past is data; the future is opportunity.

This aligns with consistent Orange patterns:
• +0.1082 and +0.0871 with “Future” across global samples
• –0.0821 with “Past” in prior data

Together, they reveal Orange’s core stance: progress demands forward motion. Nostalgia doesn’t build markets; it stalls momentum.

🔻 The Pain:
Orange’s pain isn’t forgetfulness; it’s being asked to slow down for sentiment. When “honoring the past” becomes a mandate, Orange doesn’t feel grounded; it feels trapped. The real wound isn’t loss of tradition; it’s mistaking memory for strategy.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Orange, the gain emerges not through retrospection, but through future-focused execution. Learning from the past is valuable, but only if it fuels better decisions tomorrow. In Orange logic, legacy isn’t preserved by looking back; it’s built by moving ahead.

👥 This insight is vital for:
• Coaches working with high-agency, future-oriented talent
• HR teams designing onboarding that respects temporal orientation
• Leaders managing innovators who see history as context, not a compass

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is living in the past always wisdom, or sometimes inertia? Can progress require letting go of memory? Share your view.

#SpiralDynamics #OrangevMEME #FutureFocus #TimeOrientation #SDTEST

4 months ago | [YT] | 2

SDTEST®

Seeking Deeper Understanding ✨7️⃣5️⃣9️⃣

“Connect with others” as a mental health strategy.
For many, this is self-care gospel. For Blue, it’s often a distraction from duty.

A negative correlation of –0.0812 (Pearson) exists between selecting “Connect with others” as a weekly mental health practice and the Blue vMEME, based on 1,104 responses from 81 countries and 20 languages. The critical value of the correlation coefficient for a normal distribution, by William Sealy Gosset (Student), is r = 0.0591. Nevertheless, this negative linear correlation of –0.0812 meets the reliability criteria but does not necessarily imply causation.

📊 Poll: What will you do this week to look after your mental health?
🔗 Poll: poll.sdtest.me/mental-health-this-week

This means: the stronger the Blue values (structure, responsibility, adherence to code), the less likely a person is to prioritize social connection as a mental health tool. Why? Because for Blue, well-being isn’t found in spontaneity; it’s secured through order, routine, and faithful execution. Connection without purpose feels like noise; discipline feels like safety.

This aligns with consistent Blue patterns:
• –0.0847, –0.0877, and –0.0733 across prior global samples, all negative correlations with “Connect with others”

Together, they reveal Blue’s core stance: mental health is maintained through fidelity, not flexibility. When the world says “talk it out,” Blue hears: “stop doing your job.”

🔻 The Pain:
Blue’s pain isn’t isolation; it’s being told that structure is insufficient for well-being. When mental health is framed as relational openness, Blue doesn’t feel supported; it feels accused of rigidity. The real wound isn’t loneliness; it’s mistaking duty for dysfunction.

🛠️ The Gain:
Spiral Dynamics offers clarity: for Blue, the gain emerges not through spontaneous connection, but through ritualized responsibility. A completed task list, a quiet walk at the same time each day, or reviewing one’s commitments; these aren’t chores. They’re acts of self-trust. In Blue logic, mental stability flows from knowing what is expected and delivering it.

👥 This insight is vital for:
• Mental health practitioners designing culturally responsive interventions
• HR teams building wellness programs that honor rule-based coping
• Leaders supporting high-integrity talent during periods of uncertainty

📊 Free access to the poll results: sdtest.me/faq/tariff-survey-plus/vuca

💬 Is mental health always relational, or can it be rooted in order? Can discipline be its own form of care? Share your view.

#SpiralDynamics #BluevMEME #MentalHealth #Wellbeing #StructureAsCare #SDTEST

4 months ago | [YT] | 2