Culture Values & Social Patterns 

The value system of managers determines many decisions management will make and the value system of employees determines to a considerable degree what reaction will be made to managerial decisions.Claire Graves - Emergent Cyclic Levels of Existence Theory

Culture Management

CORPORATE CULTURE IS THE FOUNDATION OF CORPORATE SUCCESS. It is the VISION that keeps you company moving forward and the VALUES that shape what it stands for. It’s the story you share with your customers and employees, and it’s what drives you to HIGH PERFORMANCE.

Is your CORPORATE CULTURE the effective one? Is it you STAKEHOLDER’S CULTURE aligned with the CORPORATE CULTURE? When asked to define their culture, many company leaders find themselves lost in translation of feeling, intuitions and words. CULTURE seems too soft concept or too big idea to use. Is’n it?

But there still unanswered questions that need your attention as a foundation for YOU and your CORPORATE PERFORMANCE UPGRADE:

  • What do you stand for?
  • What are your values?
  • How do these translate into decision process?
  • Or compensation?
  • Or effective communications?
  • Or goal setting?
  • Or KPI?
  • Or directions of evolution?
  • And by the way: Where are you going?

Needs for excellence

You need to articulate and document the fundamental principles and values upon which your business is built, ensuring that your vision influences every aspect of your business.

You need a clear view of the future, helping you align your policies, procedures, and behaviors with your core beliefs and values.

You need to understand the difference and identify the points of misalignment between the culture you have and the one you need, as well as between stakeholder groups, so you can take action to ensure that everyone is working toward the right goals in the right ways.

Your leaders need to gain consensus on the vision and direction of the organization so they are synchronized and competent to lead by team example.

That’s why we’ve created V S Q. The Values systems questionaire. To help you CoEvolve. Organic and effective.

Value Systems Testing & Cultural Research

Cultural fit is the third pillar of jobEQ’s testing suite, and we measure it with the VSQ. The test was built on the foundation of human values and culture research.

Essentially, the VSQ measures three things:

  1. Value Systems:
    8 patterns of value systems that help determine what decisions you make.
    They determine how you see the world, what you value and how you cope with the challenges you have to face.
    (based on the work of Clare W. Graves, Don Beck & Christopher Cowan)
  2. Value Hierarchy:
    A ranking of the most important values for an individual
    (inspired by Nietzsche)
  3. Social Pattern Variables:
    10 patterns originally proposed by Talcott Parsons and often used in cultural and social research
    (e.g. Trompenaars, Hampden-Turner, Hofstede, …)

Measuring Values & Belief Systems 

This is an explanation of the 8 patterns of value systems and the 10 social pattern variables that the VSQ measures. As with all jobEQ tools, each variable is measured separately (instead of a “one or the other” dichotomy), so the VSQ gives you the most information about an individual. Here are the variables:

Graves’ Value Systems

According to the book “Spiral Dynamics”, by Clare Graves’ students Don Beck & Christopher Cowan (1996), we can witness the following value systems in different contexts. The examples here often indicate the extreme examples, and the reality is usually more moderate.

  1. Survival (Beige) – At this first level we are focused on the bare necessities to survive. Finding food and shelter come to mind. There is little attention for other people. There is only room for the basic emotions of anger, fear, disgust sadness and gratification. While this level is present in all of us, people generally operate at a higher level.
  2. Safety (Purple) – This level is more concerned with finding a safe mode of living in a world which is seen as unpredictable and unsafe. When this values system prevails, people form more closed groups within their own culture and preserving traditions is seen as important.
  3. Power (Red) – This level is about expressing oneself. It is typified by the warrior who values power and glory and is on a quest of heroic status. Survival of the fittest is the common theme.
  4. Obedience (Blue) – This is about discipline and law, searching for a world order, an everlasting peace. However, there is a catch: its style of thinking is absolutist: there is only one truth and peace can only seem to be obtained by making sure everyone adheres to that truth. In these cultures there is a strict hierarchy where one is obedient to those higher up.
  5. Success (Orange) – This is about the Scientific-Materialistic value system which focuses on the material fulfillment here and now. This level is also very much about competition. This often translates into business spirit and scientific challenges. The challenge is seen as “making it this life,” reaching status, and keeping up with the Joneses. Instead of discipline and law, it’s money that really rules the world.
  6. Friends (Green) – This is about a pluralistic, egalitarian, relativistic and subjectivist world view. The person becomes socio-centric, searching for a personal fulfillment, coming to peace with their own inner self and being accepted by others. Progress and profit can be dangerous if not well-managed. Harmony, equality and social acceptance are key values, as is self-realization.
  7. Function (Yellow) – This is about systems thinking. One searches for integrated living, trying to find a balance between one’s own needs and the needs of others. The person thinks in terms of competence, they see authority as contextual, based on expertise. The world becomes an information-based society, where individual competence, as well as flexibility to adapt to circumstances, determine your quality of life. You are open to learning at any time and from any source. Freedom and autonomy are important, regulations and structures limit one’s choices. Creating abundance and reaching win-win partnerships are the new way of life.
  8. Global Village (Turquoise) – This is about achieving ‘Cross-Paradigmatic,’ differential and holistic thinking, which integrates and transcends paradigms. The focus is on the living system, where everything is linked to everything else. New knowledge helps to understand the patterns underlying the chaos, the dynamics linking the parts to the larger whole.

Social Pattern Variables

  1. Universalism – A person with a high score accepts rules as absolute and prefers to follow rules. This person likes to work in a formal way, such as using contracts. This person tries to be consistent and treat everyone the same way.
  2. Particularism – A person with a high score claims the right to judge for oneself whether or not a rule applies to a situation. This person prefers informal networks and relationships instead of formal rules. He or she accepts several perceptions of reality.
  3. Specific boundaries – A person with a high score sets a clear, objective boundary between work and life outside of work. This person may act of think very differently from context to context.
  4. Diffuse boundaries – A person with a high score tends to have flexible or no boundaries between contexts. What happens in one context will be seen as interfering with other contexts as well.
  5. Left Brain – This pattern is associated with logical thinking, words, reasoning, and a linear style.
  6. Right Brain – This pattern is associated with creative thinking, rhythm, pattern recognition, and images.
  7. Match and
  8. Mismatch – These variables illustrate people’s discussion styles, and how comfortable people are with conflict during discussion. They describe to what degree one matches (looks for patterns, forms correlations) or one mismatches (looks for exceptions and counterexamples). A matcher will try to avoid conflict, while a mismatcher will feel at ease during conflict and may consider it a normal phase in decision-making.
  9. Efficiency – This pattern relates to meetings and discussions at work. A high score indicates someone who prefers short meetings or no meetings at all.
  10. Flexibility – A person with a high score is always looking for multiple answers, or way to combine options, such as the other social patterns.

Main author: The Value Systems Questionnaire was developed by Patrick Merlevede, jobEQ’s lead researcher and author of “7 Steps to Emotional Intelligence”and “Mastering Mentoring & Coaching with Emotional Intelligence”. He holds a master degree in cognitive sciences.


Aplicatii business

  • Replicarea si recrutarea performantei de top
  • Recrutare (selectie; intervievare; criteriile finale de selectie ale celui mai potrivit om pentru un rol)
  • Anunturi personalizate pentru recrutare ghidata
  • Triere si selectie pre-angajare
  • Evaluarea candidatilor pentru pozitii de top
  • Initiere si integrare organizationala
  • Rezolvarea conflictelor
  • Planificarea succesiunii si trierea personalului
  • Team Matching

Aplicatii Business

  • Selectarea echipei de proiect
  • Dinamica si comunicarea in echipa
  • Planificarea succesiunii si trierea personalului
  • Planificarea carierei si dezvoltarea personalului
  • Testare si evaluare pre- si post Coaching /Mentoring/Training
  • Realizarea profilului si evaluarea potentialului  de performanta
  • Informatii despre managementul performantei şi consiliere
  • Comparatii asociate  penbtru parteneriate, Mergers & Acquisitions
  • Baza de proiectare pentru configurarea de training/coaching/mentoring specific pentru asimilarea de noi competente si transforamare (aplicate fortelor motivationale


The youth of Earth are moving intuitively toward an utterly classless, race less, omni-cooperative, omni -world humanity. Children freed of the ignorantly founded educational traditions and exposed only to their spontaneously summoned, computer-stored and -distributed outflow of reliable-opinion-purged, experimentally verified data, shall indeed lead society to its happy egress from all misinformation conceived fully and legally imposed, and physically enforced customs of yesterday. They can lead all humanity into omni-successful survival as well as entrance into an utterly new era of human experience in an as-yet and ever-will-be fundamentally mysterious Universe.

Buckminster Fuller



Descopera-ti  Valorile Organizationale (VSQ) si Motivatorii & Atitudinea in munca (iWAM). 

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