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Spiral Dynamics

Spiral Dynamics
In spiral dynamics, the term vmeme refers to a core value system, acting as an organizing principle, which expresses itself through memes (self-propagating ideas, habits, or cultural practices). The superscript letter v indicates these are not basic memes but value systems which include them. The colors act as reminders for the life conditions and mind capacities of each system and alternate between cool and warm colors as a part of the model.[2] Within the model, individuals and cultures do not fall clearly in any single category (color). Each person/culture embodies a mixture of the value patterns, with varying degrees of intensity in each. Spiral Dynamics claims not to be a linear or hierarchical model. According to Spiral Dynamics, there are infinite stages of progress and regression over time, dependent upon the life circumstances of the person or culture, which are constantly in flux. vMEMEs[edit] THE FIRST TIER VALUE SYSTEMS; The Levels of Subsistence[5] Beige[edit] Purple[edit] Related:  IntegralSystems Thinking

An Overview of Integral Theory "The word integral means comprehensive, inclusive, non-marginalizing, embracing. Integral approaches to any field attempt to be exactly that: to include as many perspectives, styles, and methodologies as possible within a coherent view of the topic. In a certain sense, integral approaches are “meta-paradigms,” or ways to draw together an already existing number of separate paradigms into an interrelated network of approaches that are mutually enriching."1 – Ken Wilber The world has never been so complex as it is right now—it is mind boggling and at times emotionally overwhelming. Not to mention, the world only seems to get more complex and cacophonous as we confront the major problems of our day: extreme religious fundamentalism, environmental degradation, failing education systems, existential alienation, and volatile financial markets. Never have there been so many disciplines and worldviews to consider and consult in addressing these issues: a cornucopia of perspectives. Figure 1.

Home « CREAX Zła wielozadaniowość — Marek Kowalczyk Zła wielozadaniowość to sytuacja, w której jednoczesna realizacja zbyt dużej ilości pracy (zadań, projektów, zleceń) prowadzi do wydłużenia czasu i obniżenia jakości — zamiast spodziewanego przyspieszenia. Obserwując spadające tempo pracy ludzie powiększają liczbę otwartych tematów, tym samym napędzając błędne koło złej wielozadaniowości. Niestety, szkodliwość złej wielozadaniowości nie jest powszechnie uznawana. Żadna z wiodących metod poprawy wyników nie poświęca jej należytej uwagi — z wyjątkiem teorii ograniczeń (theory of constraints) Goldratta. Usunięcie złej wielozadaniowości wymaga: Uświadomienia sobie jej destrukcyjnego wpływu zarówno na ilościowe i jakościowe wyniki organizacji, jak i relacje oraz na psychikę ludzi.Zmiany błędnych przekonań dotyczących funkcjonowania systemów (nabrania „wiedzy głębokiej”, by użyć sformułowania Deminga).Poznania praktycznych, możliwych do zastosowania „od poniedziałku” narzędzi ułatwiających wprowadzenie zmiany w życie. Czas wystąpienia Więcej...

Eight Perspectives On Integral Trans-Partisan Politics Beams and Struts employs commenting guidelines that we expect all readers to bear in mind when commenting at the site. Please take a moment to read them before posting - if you already have one. Comment Link Monday, 26 November 2012 18:32 posted by Lincoln Merchant This is awesome!!! @Kaine: You said "The solution, he seems to imply, is a structural change not only within the two-party system (which he seems to equate with democracy in this video) but into changing the legislature into more of a parliamentary system. Have you seen these short videos explaining how the winner-take-all rules of our elections systemically leads to a two-party system. This one explains a better system of voting for representative democracy: @ Kerstin: This is beautiful: Comment Link Monday, 26 November 2012 21:20 posted by Kaine DeBoer Also, both are still democracy; which Ken states is, in some fashion, part of the problem. Some thoughts on this: Win!

Video of Dr. Russell Ackoff Discussing Systems and Pieces On weekends, I like to share videos or fun stuff that gets us thinking. Today, I’m sharing a video with the legendary Dr. Russell Ackoff where he’s speaking at a session moderated by Clare Crawford-Mason, the producer of the outstanding video Good News…How Hospitals Heal Themselves on Lean and systems thinking. Ackoff makes important points in the video, but he starts with one of the funnier (and unexpected) speaker openings I’ve seen: Since Ackoff was speaking at the end of a list of distinguished speakers, he said: “I feel like a pornographic movie that’s being shown to people who just engaged in sex… in short, anti-climax.” Here is the video: Some of the notes I took while watching (I’ll leave them unedited): Failures in improvement programs – comes from not making systemic improvements. If a system is taken apart, it loses its inherent properties. If you take the parts separately, the system as a whole will not be improved. Continuous improvement or dis-continuous improvement?

Dzień spraw zaległych, czyli jak rozprawić się z "ogonem" w 5 krokach! - Catherine The Owner - Blog o przedsiębiorczym stylu życiaCatherine The Owner – Blog o przedsiębiorczym stylu życia Jeśli czyta mnie ktokolwiek, kto nie ma żadnych zadań odkładanych na „wieczne jutro” to proszę koniecznie się do mnie odezwać! Człowieku, tyle pytań bym do Ciebie miała! Niestety (i dla mnie, i dla Was) taki ktoś najpewniej nie istnieje (albo istnieje, ale jest zbyt zajęty wykonywaniem zadań ze swojej listy, by czytać blogi) więc musimy sobie radzić sami. Jednym z bardziej irytujących problemów, które przeszkadzają mi w skupieniu są tak zwane NWdGZ (Nagle Wpadające do Głowy Zadania). Nie cierpię ich z dwóch powodów: raz, że mnie rozpraszają, a dwa, że psują mi humor – choćbym nie wiem jak zadowolona była z tego co robię w danej chwili albo z osiągnięcia sprzed godziny – takie zaległe zadanie, gdy wpada do głowy szepcze przy okazji „nie jesteś wcale taka fajna skoro jeszcze mnie nie załatwiłaś”! Jak sobie z takim gościem radzić? Krok 1 Jeśli takie zadanie właśnie wpadło Ci do głowy, od razu je z niej wyrzuć! Krok 2 Wyznacz specjalny dzień na realizację takich zadań. PS. Przeczytaj też:

Cindy Wigglesworth: Spiritual Intelligence: Living as Your Higher Self Who are your spiritual heroes -- those people you would think of as exemplary human beings? And what characteristics do you admire in them? When I ask people these questions, they cite similar characteristics time and again. We tend to admire people who have high integrity and are courageous, loving, calm, visionary, selfless, inspiring, and making a difference. Spiritual intelligence is an essential component of both personal and professional development. Personal and spiritual growth can no longer be viewed as a private journey we undertake in a different sphere of life than our professional endeavors. We are all leaders and role models regardless of our jobs. Most people are familiar with the term IQ, which is our classical mental intelligence (mathematical and verbal). The least familiar of these four intelligences is SQ, but I believe we may come to find that it is the most critical as we navigate the choppy waters of our current times. The 21 skills of SQ are not new.

Joseph M. Juran Early life[edit] Juran was born in Brăila, Romania, one of the six children born to a Jewish couple, Jakob and Gitel Juran; they later lived in Gura Humorului. He had three sisters: Rebecca (nicknamed Betty), Minerva, who earned a doctoral degree and had a career in education, and Charlotte. He had two brothers: Nathan H. Juran and Rudolph, known as Rudy. Rudy founded a municipal bond company[2] In 1912, he emigrated to America with his family, settling in Minneapolis, Minnesota. Personal life[edit] In 1926, he married Sadie Shapiro. Joseph and Sadie raised four children (3 sons and 1 daughter.) Department Chief[edit] Juran was promoted to department chief in 1928, and the following year became a division chief. As a hedge against the uncertainties of the Great Depression, he enrolled in Loyola University Chicago School of Law in 1931. During the Second World War, through an arrangement with his employer, Juran served in the Lend-Lease Administration and Foreign Economic Administration.

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