Leading Organizations by the Values Journey model of adult bio-psycho-social behaviour

Prof. David A Robinson, Holmes Institute, Australia

Published in Journal of American Academy of Business, Sept 2020

Abstract
Individuals and firms are engaged in a journey that is navigated by their responses to problems of existence. The
journey typically follows a trajectory defined by three stages and six value stations. Transitioning between value
stations occurs naturally but may be impeded by inertia or organizational pathologies. This article defines the three
stages and six value stations, explains how transitioning occurs, what can go wrong, and the leadership challenges
associated therewith.

Key words: Values, Leadership, Change, Organizational Pathology

1. The Values Journey Model

A model of human values, explaining psycho-social behavior among adults, originated with the work of Prof Clare Graves
of New York University in 1959. It was later promoted by Dr Don Beck of Baylor University and Christopher Cowan
under the title, Spiral Dynamics and further developed by the current author, formerly of Rhodes University, South Africa
and subsequently professor in several universities in Australia and Asia, currently at Holmes Institute, Australia. The
essential principle of the Values Journey is that life may be perceived as a journey of personal development in which
each individual develops their unique set of human values along the way. The values, being the underlying motives that
pattern behaviors in response to given circumstances, are so formed by coping with challenges of existence. The Values
Journey typically follows a step-wise sequence, which may be depicted as six value ‘stations’, as in Figure 1.

Figure 1: The Values Journey and Leadership

Figure 1 is constructed so as to illustrate four salient points about the values journey. Firstly, that we as humans attempt to
develop in two directions concurrently, along the X axis by increasing our capacity for rational and considerate conduct,
and up the Y axis by improving our capacity for autonomous thought and action. Secondly, the journey is progressive, yet
step-wise, i.e. people advance alternately in the X or Y plain. Thirdly, each pair of stations represent a ‘stage’ of
development, thus there are three distinct stages, portrayed here as pre-orderly, orderly, and post-orderly. The divide

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between stage 1 and 2 is known as the ethical divide, a kind of discipline that must be mastered to give purpose and to
bring consistency and allow control (whether by self- or externally-imposed). The divide separating stages 2 and 3 is
known as the holism divide as to cross it requires a world view that is more universal and all-inclusive. Fourthly, the step-
wise advancement through value stations entails taking on board new paradigms of thinking, which may evoke a rejection
of previously-held values.

Whilst it is possible to perceive a person’s current values by observing their actions and behaviors, it must always be
remembered that personal values are not fixed, i.e. a current value station is not necessarily a destination but may simply
be a phase in the journey. When a person’s current behaviors are consistent with a particular value station, it is
representative of a comfort zone or alpha state. The characteristics common to each value station are summarized in table
1.

Value Station Personal Aims Formative Observable Characteristics

Triggers
1. Allay Fear and Bullied Tolerance of Reticence to Engage
Safe-Bonding Insecurity (victim) Repetition
2. Appear Tough Bully Eager Optimism Interpersonal
Power-Seeking and Powerful (victor) Aggression
3. Be Disciplined Boundaries Dutiful Unadventurous
Duty-Compliant and Reliable Compliance

4. Be Successful Achievement Rational Materialist Greed

Success-Striving and Lead-the- (e.g. business, Negotiation
Way academic,sport)
5. Support Secure Consensus- Indecisive
Harmonious Living Belonging and relationships building
Extend Goodwill
6. Integrative- Enjoy Freedom Creative Open-ended Easily-bored
Synergistic and Broad individuality Collaboration
Influence
Table 1: Value Station Characteristics

Clues as to where in the Values Journey a person currently resides can be obtained by observing their actions and
behaviors. In Table 1 some examples of personal aims, characteristic behaviors (and their possible formative triggers at a
young age) are shown. All of these represent the ways that a person may ‘cope’ with their ‘problems of existence’. As
conditions of life change, people are prompted to adapt the ways they cope and in that they may take on a new set of
values. When that happens the person will quickly adjust to their new alpha.

They may choose not to do so, however, thereby remaining fixated in a comfort zone (alpha state), unable or unwilling to
adapt. They may test the waters with a new way of thinking about their world and if they like what it offers they may then
adopt the new paradigm as their own, thereby advancing along the Values Journey. When the comfort zone (alpha state)
is under pressure, however, one response is that people ‘dig in their heels’, refusing to accept that there is a different way,
or even regress to a value station they previously held where the coping mechanism may have served them well before.
This is known as a beta response to conditions of existence. If either their ‘refusal to budge’ or their regression to a
previously-held value station proves ineffective in dealing with the changed condition, the person typically becomes
confused, entering into a state known as gamma, in which nothing seems to make sense. A gamma state experience may
also be the trigger for the person to embrace change. If they do so, they then enter a delta state in which they allow the
process of inner change to occur. If not, a pathology or personality disorder may take root. More on that later. For the
moment, let us assume all goes well and a person effectively moves to the next value station, which become their new
alpha state.

There is no definite or pre-determined duration of residence at any of the value stations. This is rather a function of the
choices made in response to conditions of existence. The duration of residence at a particular value station may be
transient, temporary, long-lasting, or even permanent. There is, likewise, no obligation to continue the journey. Some
individuals, even whole communities or societies, may live their whole life in a single alpha. Some people may journey

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through all six value stations. A few may actually repeat the journey more than once in their lifetime. Most people’s life
journey entails periodic sojourns at successive value stations, advancing by a varying number of single steps. Thus, more
significant than their current value station of residence, is a person’s trajectory, i.e. which values stations they have already
traversed and which will most likely become their next step, their propensity to either regress to a previously-held value
station or advance to a subsequent value station in response to challenges and circumstances, how they as individuals tend
to embrace or deny opportunities for change.

2. Overview of each Value Station

“The human organism tends, psychologically, to move through a series of hierarchically

ordered systems to some equational end, yet tends, under certain describable circumstances to
stabilize and live out his life at any one or a combination of the stages within the hierarchy”.
(Graves 1966: 117-128)

Each of the six value stations has identifiable characteristics that present as positive or negative traits:

2.1 Value Station 1: Safe-bonding: Unaware of the rules of right living and also not having discovered their own sense
of autonomy, people at this stage of personal development often find themselves in a ‘victim’ state. They may typically be
picked on by the power-seekers but in a nurturing environment they can be managed and mentored by those in the duty-
compliant station. Typical behaviors would be withdrawal, introversion, fearfulness, conflict avoidance, and shyness.

2.2 Value Station 2: Power-seeking: Not yet aware of the rules of right-living, yet experimenting with autonomy, people
at this value station seek freedom but lack the responsibility to deal with it. Having shed the victim mentality, they become
the ‘victor’ and revel in their independence. They typically portray themselves as tough and full of bravado and may be
prone to acts of bullying toward those they consider weaker or less expressive. Observed negative behaviors may be
loudness, impoliteness, rudeness, while on the positive side they may exhibit confidence, initiative, courage, and
outspokenness. Power-seekers tend to reject attempts to manage them from duty-compliance due to their belief that rules
are irrelevant, but can be influenced by success-strivers as they will naturally aspire toward more power, which they feel
can be acquired with wealth.

2.3 Value Station 3: Duty-compliance: Taking a conscious step to learn the rules of right living, those at the duty-
compliance value station place a lot of emphasis on knowing, following and keeping the rules. They typically see
themselves as custodians of the ‘one-right-way’, becoming self-appointed guardians of the status quo. They may find
power-seeking behaviors offensive and attempt to restrict them. They can be kind toward safe-bonders and provide needed
nurturing.
Duty-compliant persons will almost always have undergone a discipline phase, be it educational (e.g. a degree), vocational
(e.g. a trade) or sociological (e.g. military training) and they will usually have been influenced strongly in their choice of
discipline by their parents or other authority figures. They are the ‘salt of the earth’, the hard workers, those who sacrifice
personal pleasure for the pursuit of duty, responsible, reliable, on-time, and dependable. On the other hand this value
station is also associated with resistance to change, rigidity, bureaucracy, and the ‘fun police’.

2.4 Value Station 4: Success-striving: This value station is one of the most complex because it can be approached from
two angles. The traditional way is that a person who has already done significant time in the duty compliant value station
begins to yearn to ‘rise above it’, i.e. they utilize all the discipline acquired in duty-compliance to get ahead. This
important step is typically instigated by an opportunity, such as a promotion at work, a graduation, an economic windfall,
or the pull-effect of an influencer’s success. Certainly it requires the self-belief that it is worth the effort to strive for
success. As such, in practice, those who have done their time in power-seeking and duty-compliance, carry the most
chance of succeeding as success-strivers. A true success-striver will diligently revert to the use of duty-compliant
disciplines when needed, such as logic, facts, procedures, experts, when the inevitable pressures come.

But there is another way to approach this value station. Though fraught with danger, this second pathway, the short-cut to
success, is nevertheless prolifically attempted. Short-cutters see no value in discipline, in subjecting themselves to sacrifice
or service. Instead they desire the trappings of success without paying the dues of discipline. In essence they seek to add
success to power in order to gain more power. In periods of uncertainty or stress, these pseudo success-strivers regress to
power-seeking mode, thereby wreaking havoc on the structures, policies, procedures, rules, norms, ethics and established

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orders. It will be impossible for them to advance beyond success-striving without having developed the strength of
character associated with duty compliance.

2.5 Value Station 5: Harmonious Living: Again this value station has two approach routes. Typically it is a sanctuary
for those who truly succeeded and wish to de-stress, give back to society, and embrace the bigger picture. On the other
hand it can also be accessed by those who spent much of their time in duty-compliance but have similar intent. Typical
manifestations of this value station are diplomacy, empathy, charity, peace and harmony. People at the harmonious living
value station join charities, social clubs, etc. and show support for environmental, sustainability and human rights causes.
On the negative side it is sometimes associated with indecisiveness, over-concern with process as opposed to outcome,
often seen as being anti-something and hence (from the perspective of success-strivers at least) to be resisting (economic)
progress.

2.6 Value Station 6: Integrative-Synergistic: This sixth value station presents as the aggregation of the prior five. It is
attained by very few who have managed to navigate all the others, in turn, carrying with them the positive manifestations
of each. Conceptually, this value station is supported by the successes of value station 4 (success-striving) and the
empathetic orientations of station 5 (harmonious living). Essentially the creative conflict inherent in the combination of
those two stations is what keeps this one interesting and valid in an ever-evolving world. When those two unlikely
bedfellows combine synergistically new frontiers can be pioneered. The other benefit of reaching the sixth value station is
that occupants are able to mediate at any prior value station, thus making for highly effective leaders, mentors and
coaches.

3. Transitioning between Value Stations

“Behavior is like a seed. It can, when certain releaser conditions occur, grow through all its
natural stages to its ultimate form or like the released seed, behavior can be fixated or even
reorganize and take on a form not usually of its nature. Human behavior, then, in all its form is
like any growth phenomenon. It tends to develop naturally through definable but overlapping
stages by an orderly progression from a less complex to a more complex stage and finally to its
ultimate level of possible organization”. (Graves 1966: 117-128)

The six value stations are successive and complementary, thus early-stage values are carried forward into later life, being
super-ceded, but not eliminated, by later-stage values, as coping mechanisms. Hence reversion to a previously held value
station is an ever-present option, which frequently occurs when a person finds themselves under pressures with which they
may be struggling to cope from their current value station (and are not yet ready to step up to the next value station). In
such instances, the temporary reliance on a previously-useful way of coping may be evoked. This is referred to as beta
state and is often found to be no longer effective due to changes in the nature of the challenges of existence being
experienced. The natural response is then to seek new ways of coping (delta state). If reversion becomes the norm,
however, it is more likely to represent ‘regression’, meaning that the person is holding on to inappropriate ways of coping
that do not match with current challenges, causing dissonance (gamma state), which ultimately should induce change
(delta) to ultimately accept the next in sequence value station (new alpha). These states are depicted in Figure 2.

When a person’s coping mechanisms are entirely congruent with their ‘problems of existence’, they are said to be in an
alpha state. The trigger to transition to a subsequent value station appears when a person is faced with a situation (problem
of existence) that their current coping set is unable to resolve. For example, at the power-seeking value station, an
aggressive act directed at you by another individual will naturally be met with retaliation of an even more aggressive
nature, but should the aggressive act occur in a well-structured workplace the response expected from you would be quite
different, in fact it would belong to the duty-compliant value station. The realization that existing coping mechanisms are
no longer valid or effective would naturally lead a person to explore new ways of coping and hence start a transitioning
process to the next value station (delta state leading to new alpha). The process can be facilitated by two elements: firstly
a mentor and/or secondly, immersion in an organizational setting that is congruent with the desirable next value station. If
either of these two facilitating elements are absent, a person may be unable to discern what kind of coping behavior is
desirable and may be tempted upon regression to a previously-held value station that had worked for them in the past
(beta state) to remain there. On discovering that the regressive value-set behaviors are no longer effective, the person may
be anxious and confused (gamma state), elicit a ‘freeze’ or reluctance to transition at all, thus becoming trapped within a
value station. The stages of change are depicted in Figure 2.

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 Figure 2: Stages of Change – alpha, beta, delta, (gamma), new alpha

Kofman and Senge (1993), the systems thinkers, suggest that people have innate tendencies toward expediency,
which may cause them to neglect acting in accordance with their larger worldview. Alderfer (1969) recognized that
humans may concurrently have, and indeed move between, successive need levels. He also realized that people
create reinforcing behaviors (habits), which may ‘lock them in’ to a particular station, but that they might also be
inclined to regress to a previously inhabited station, if frustrated – a phenomenon also referred to by Beck and
Cowan (1996).

3.1 Axis X: As people develop over time our capacity for rational and considerate conduct improves. To put it succinctly,
we learn to adapt to the expectations (‘rules’) of society. The adaptations can be seen as three phases. In the first phase we
are unaware of the rules; in the second, we are learning the rules; in the third, we have mastered the rules and are engaged
in effective living. To move from phase 1 to phase 2 requires us to acquire a rule-based discipline. The exact nature of that
discipline varies. It may be education, military training, a trade or skill, religious or secular, in essence a set of life-
development events that propel us along the X axis, the result of which is referred to as crossing the ethics divide.
Likewise, in moving from phase 2 to phase 3 we must cross the holism divide, which means we acquire a more systemic
approach to coping with social issues.

3.2 Axis Y: Individuals also yearn for autonomy and freedom, albeit to varying degrees. Thus the Y axis represents the
degree to which those aspirations are being achieved.

3.3 Opposing forces: In a sense the X and Y axes may appear to pull people in opposing directions, but in effect this
creates a force-field that allows us to move along a path running at an angle that dissects both axes. This can be compared
to the effect that occurs when a magnetic field and an electrical field are placed at right angles to each other. The
interaction of the two fields causes movement in a third plane. For the purpose of this paper, that third plane is referred to
as the person’s ‘trajectory’.

3.4 Step-wise movement: As we endeavor to respond to two opposing forces, we find that at any point in time one is the
more dominant, causing the resultant movement to be either vertical or horizontal, as the case may be. Whilst the overall
trajectory remains unidirectional, what we observe in practice is a step-wise movement between value stations, i.e. from
Safe-Bonding to Power-Seeking (vertical), then on to Duty-Compliance (horizontal), and on to Success-Striving (vertical)
and so on.

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3.5 Vertical step: In each vertical step we gain more autonomy while retaining the same amount of capacity for social
interaction. This is known as crossing the dependency ravine in the vertical plane as we become less dependent (or more
independent).

3.6 Horizontal step: With each horizontal step we become more adept at social interaction whilst we retain the same
capacity for autonomy and freedom. Again we cross the dependency ravine but in the horizontal plane as we again
embrace dependency on others.

3.7 Non-stepwise progression

Whilst step-wise progression is the norm, it can occur that an individual is so much more pre-disposed to one particular
orientation, be it submissive or expressive, that they try to’ skip’ a step, i.e. move to the next stage not by step-wise
progression but by directly taking on the next stage’s respective submissive or expressive station, as the case may be, e.g.
moving from safe-bonding to duty-compliant without experiencing power-seeking, or from power-seeking to success-
striving without experiencing duty-compliance. When this happens it will naturally obstruct the person’s further progress
and it will be necessary for them to revert to the station they skipped if they are to progress again.

3.8 Regression
Individuals are known to consciously or unconsciously regress to a previously-held value station when under pressure of
time or performance. When this happens they may exhibit positive or negative aspects of that value station, dependent
upon their past experience.

3.9 Submissive and Expressive value stations: At each of the three stages the value station located at the base is referred
to as the ‘submissive’ station (due to their orientation being predominantly toward social fit), whilst the value station
located above it is referred to as the ‘expressive’ station (due to their orientation being toward personal freedom).

3.10 Relevance of Context: A person may progress along the Values Journey at differing speeds in different contexts. For
example, we may be required to be duty-compliant in a certain community group to which we subscribe, power-seeking in
our chosen sport, harmonious in our social club, and/or success-striving in our business. Even within one context, we may
be required to adapt to a variety of value stations in daily interactions with others. Indeed, it is this agility (ability to
navigate) within the Values Journey that is uniquely human. The more skillful a person becomes at this, the more astute
their leadership capability will become. Furthermore, it is notable that the sixth value station is not the end of the road for
personal development. The journey may be repeated – indeed just when one appears to have ‘arrived’ at the end of one
journey we are apt to find ourselves in the midst of, or at the starting point, of another in a different context.

4. Application of the Values Journey to Organizational Development

‘He/she at a certain level of existence can choose to control behavior certain ways because to him/her such will be
‘right’ but he/she cannot choose to control behavior other ways because to do so would to him/her, be ‘wrong’.
(Graves 1966: 117-128)

4.1 Organizational Well-being

Like people, organizations develop along a values trajectory. Not all succeed in keeping pace with necessary change
that develops the culture of an organization in a congruent way. This means that there needs to be consistency across
all day-to-day practices that collectively make up organizational life, i.e. the type of people we hire, the reward and
recognition systems, how we interact both formally and informally, how people earn a promotion, etc. If
organizational values become out of alignment or incongruent, the firm may develop a ‘personality disorder’, known
as a pathology. Three pathologies have been defined, namely Mad, Bad and Sad (Robinson, 2010)

4.2 Organizational Pathologies

In the Mad firm, whilst being identifiably positioned at one particular value station, the firm exhibits mostly the
negative traits associated with that station, resulting in symptoms such as stress, dysfunctional working
relationships, and self-destructive internal processes around conflict resolution, problem-solving, strategic planning,
etc. thus limiting its further development. This is depicted in Figure 3.

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 Figure 3: The MAD Firm

In the Bad firm, there is noticeable inconsistency in day-to-day practices, thereby creating a confused culture in
which members are insecure about what forms of coping are regarded as appropriate within the firm. This results in
inconsistencies in the way things are done, so employees feel confused and dissonant due to erratic behaviors
exhibited in the Bad firm, as depicted in Figure 4.

Figure 4: The BAD Firm

In the Sad firm, we see ‘arrested development’ whereby the dominant culture has become stuck at a low level. As
the firm cannot perceive an effective version of itself beyond its current culture it becomes incapable of advancing,
thereby limiting who it can attract to work there and its ability to exploit any future opportunities that may arise in
its external environment. People working in a Sad firm may be exposed to dependent or avoidant behaviors and may
develop obsessive compulsive behaviours. This is depicted in Figure 5.

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 Figure 5: The SAD Firm

5. Values based leadership

“Organizational viability is partially a function of the congruency of managerial values with the
values of those who are managed”. Graves (1966: 117-128)

Maxwell’s Law of the Lid states that no organization can ever exceed the limitations of its leader Robinson, Nhat-
Hoang & VanderPal, 2017). Essentially, team members seek in a leader what they desire in themselves. Thus, in the
language of the Values Journey, the leader must exhibit values that are congruent with and more advanced than their
followers. In essence, the following Values-based Leadership Algorithm (Robinson, Goleby & Hosgood, 2007)
applies:

5.1. Leading people who currently reside at a submissive value station

Submissive followers will be most effectively led by a leader in the relative expressive station and/or the submissive
station of the next stage. For example, if employees are mainly duty-compliant (value station 3) they will follow
leaders who are success-striving (value station 4) and/or Harmonious (value station 5).

5.2. Leading people who currently reside at an expressive value station

Expressive followers will be most effectively led by a leader more experienced in the same expressive station and/or
in the expressive station of the next stage. For example, if employees are mainly success-striving (value station 4)
they will follow leaders who are experienced within values station 4 and leaders who are integrative-synergistic
(value station 6) and/or Harmonious (value station 5). They will NOT follow leaders from a lower stage or value
station.

5.3. Leading organizations that suffer from a pathology

Leaders must be astute at identifying where the organization culture stands in its journey, what prevents it from
advancing, and how best to keep it on track. Organizations beset by a pathology require skillful leaders who are able
to rejuvenate the culture by infusing ‘pull’ in the required direction toward the appropriate stage of development and
the value stations within it.

5.3.1. For the MAD firm the leadership challenge would be to replace negatives with positives in the current
organizational processes and leadership practices occurring within its current value station, then mobilize the team
to move consciously toward the next subsequent value station. By doing this, the firm would leave behind negative
practices from its prior stage of development but retain the positives as a fallback position.

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5.3.2. For the BAD firm the leadership challenge would be to bring about a consistency of approach to problem-
solving and communication, perhaps obviating all recourse to ‘blame’ while rewarding participation and
collaboration aimed clearly toward the attainment of clearly-articulated company goals.

5.3.3. For the SAD firm the leadership challenge would be to identify and remove the blockage to advancement.
Perhaps it has hired too many people with low-level personal values or perhaps it has stifled personal development
by overwork or disincentives. Once these are removed, the leader’s role will be to lead from the front by exhibiting
the positive attributes of the desired organizational value station to create a vortex by which team members’ energies
become channeled in the desired direction.

Conclusion
To lead effectively, the leader must be operating from a higher value station than the followers, thereby ensuring
that organizational processes are appropriate to the firm’s stage of development. To ensure the firm does not
succumb to one of three pathologies, leaders must be astute at identifying where the organization culture stands in its
journey, what prevents it from advancing, and how best to keep it on track. A culture of continuous improvement
demands that an organization changes in response to its problems of existence. Understanding how those changes
take place and what could go wrong can help leaders support the process.

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