{"id":13071,"date":"2020-04-21T10:10:49","date_gmt":"2020-04-21T08:10:49","guid":{"rendered":"https:\/\/paradigm21.ch\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/"},"modified":"2026-11-05T23:22:48","modified_gmt":"2026-11-05T22:22:48","slug":"levels-of-existence-in-spiral-dynamics","status":"publish","type":"post","link":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/","title":{"rendered":"The Levels of Existence in Spiral Dynamics (2\/4)"},"content":{"rendered":"<p><strong>Spiral Dynamics is a useful tool for shedding light on the changes underway and for understanding the stages of individual, collective, and organizational transformation in an increasingly complex world. This four-part series aims to explore this lens.<\/strong><\/p><p>The first article, titled <a href=\"https:\/\/paradigm21.ch\/en\/resources\/articles\/introduction-spiral-dynamics\/\"><strong>Introduction to the Evolutionary Model of Spiral Dynamics<\/strong><\/a>, lays the foundations for the levels of existence and layers of values in Spiral Dynamics. In this article, we will explore the different <em>levels of existence<\/em> in Spiral Dynamics in detail, and the third article illustrates <a href=\"https:\/\/paradigm21.ch\/en\/resources\/articles\/evolution-illustrated-with-spiral-dynamics\/\"><strong>Evolution Illustrated with Spiral Dynamics<\/strong><\/a> (burnout and the evolution of our post-industrial society). Finally, the last article will highlight how earlier <em>levels of existence<\/em> can be reactivated: <a href=\"https:\/\/paradigm21.ch\/en\/resources\/articles\/spiral-dynamics-in-the-time-of-the-coronavirus\/\"><strong>Spiral Dynamics in the time of Coronavirus<\/strong><\/a>.<\/p><h2 class=\"wp-block-heading\" id=\"h-the-different-levels-of-existence\">The different <em>levels of existence<\/em><\/h2><p>In his initial research, Professor Clare Graves identified eight <em>levels of existence<\/em>. Before Don Beck and Christopher Cowan named this model &#8220;Spiral Dynamics&#8221; and gave it the colors we know today, Graves represented value systems (or <em>levels of existence)<\/em> using letters. The first part of the alphabet (A to H) represented the evolution of <em>life conditions<\/em> and the second part (N to U) represented the evolution of our neuropsychological adaptive capacities. This dual evolutionary movement is what Graves initially called the emerging double-helix model of evolution. This double helix is the origin of the alternation between value systems characterized by self-expression (on the left of the diagram) and those characterized by self-sacrifice (on the right). We tend to believe that individual development and collective development are opposing movements, when in reality they alternate throughout our evolution.<\/p><p>Each <em>level of existence<\/em> therefore corresponds to a new &#8220;way of thinking&#8221; in response to new <em>life conditions<\/em> and a more complex environment. Each level includes positive and negative aspects. It would be wrong to categorize an individual or a personality type by levels or colors. It is better to see a level as a way of thinking in response to evolving circumstances.<\/p><p>Let\u2019s remember that this is not about judging whether one level is better than another, or climbing the ladder from beige to &#8220;evolve&#8221; to turquoise through an act of will. The ego quickly sets traps for us. It is essential to see that it is not better to operate at the &#8220;green&#8221; stage than at the &#8220;orange&#8221; stage; only the congruence between our way of thinking, our behaviors, and the <em>life conditions<\/em> is adequate or inadequate. A <em>level of existence<\/em> is appropriate as long as it is adapted to our c<em>life conditions<\/em>.<\/p><div class=\"wp-block-image\"><figure class=\"aligncenter size-large\"><img decoding=\"async\" src=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/11\/paradigm21-blog-spiral-dynamics-levels-of-existence-letters-1024x576.png\" alt=\"\" class=\"wp-image-6088\"\/><\/figure><\/div><h3 class=\"wp-block-heading\" id=\"h-1-survival-beige\"><strong>1. Survival (beige)<\/strong><\/h3><p><strong>Keywords:<\/strong> instinct, reptilian brain and midbrain<\/p><p><strong>Worldview:<\/strong> a dangerous natural environment.<\/p><p><strong>Thinking:<\/strong> automatic; there is no conscious value system.<\/p><p><strong>Actions:<\/strong> ensure survival by following instincts and meeting biological needs.<\/p><p><strong>Description:<\/strong> this level of human existence is instinctive in nature and oriented toward survival. Time is only a matter of the here and now, and the focus is on meeting physical needs. This level shows up, for example, in very young children and people with addictions. It also appears in life-threatening situations such as natural disasters. The only motivation is to survive.<\/p><style>\r\n  @media only screen and (min-width: 800px) {\r\n    .full-width-section, .button-section {\r\n      padding: 30px;\r\n    }\r\n    .two-columns-section {\r\n      display: flex;\r\n      flex-wrap: nowrap;\r\n    }\r\n    .column {\r\n      flex: 1;\r\n      min-width: 40%;\r\n      padding: 0px 30px 30px 40px;\r\n    }\r\n    .image-column {\r\n      max-width: 50%;\r\n  \t  padding: 0 40px 0 0;\r\n\t  align-self: center;\r\n}\r\n    }\r\n\t.left-list li {\r\n\t  margin-bottom: 12px !important;\r\n    }\r\n\t.button-section {\r\n      padding: 0px 30px;\r\n    }\r\n  }\r\n  @media only screen and (max-width: 800px) {\r\n\t.full-width-section {\r\n      padding: 20px;\r\n    }\r\n\t.subtitle {\r\n      font-size: 15px;\r\n      line-height: 20px;\r\n      padding: 0px 20px;\r\n      display: block;\r\n    }\r\n\tul.left-list {\r\n   \t  padding-left: 20px !important;\r\n    }\r\n\t.left-list li {\r\n\t  margin-bottom: 0px !important;\r\n    }\r\n    .two-columns-section {\r\n      flex-direction: column;\r\n    }\r\n    .column, .image-column {\r\n      width: 100%;\r\n      padding: 20px;\r\n    }\r\n    .button-section {\r\n      padding-bottom: 20px;\r\n    }\r\n  }\r\n  ul.left-list {\r\n    margin: 0px !important;\r\n  }\r\n  .custom-container {\r\n    display: flex;\r\n    flex-direction: column;\r\n    border: 4px solid #ccc;\r\n    max-width: 1200px;\r\n    margin: 0 auto;\r\n    margin-bottom: 30px;\r\n    margin-top: 30px;\r\n  }\r\n<\/style>\r\n\r\n<section class=\"custom-container\">\r\n  <!-- Title and Text Section (Full Width) -->\r\n  <div class=\"full-width-section\">\r\n    <h2 style=\"text-align: center;\"><strong>NAVIGATING COMPLEXITY, VALUES AND CHANGE<\/strong><\/h2>\r\n    <span class=\"subtitle\"><strong>Why do we resist change? How can we understand conflicting values and discover new possibilities for growth and transformation?<\/strong><br>\r\n\t  Discover the Level 1 Masterclass in Spiral Dynamics, a powerful framework to:<\/span>\r\n<\/div>\r\n<!-- Two Columns Section -->\r\n<div class=\"two-columns-section\">\r\n    <!-- Bullet Points Column -->\r\n    <div class=\"column\">\r\n       <ul class=\"left-list\">\r\n    \t<li><strong>Understand yourself<\/strong> \u2013 Recognise the value systems shaping your beliefs, reactions and choices.<\/li>\r\n    \t<li><strong>Make sense of others<\/strong> \u2013 Explore conflicting perspectives and what drives resistance to change.<\/li>\r\n    \t<li><strong>Navigate complexity<\/strong> \u2013 Discover new possibilities for personal, organisational and societal transformation.<\/li>\r\n        <\/ul>\r\n    <\/div>\r\n    <!-- Image Column -->\r\n    <div class=\"image-column\">\r\n\t<img fetchpriority=\"high\" fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"576\" src=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1.jpg\" alt=\"\" class=\"wp-image-7368\" srcset=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1.jpg 1024w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-300x169.jpg 300w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-768x432.jpg 768w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-180x100.jpg 180w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-624x351.jpg 624w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-50x28.jpg 50w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-100x56.jpg 100w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-600x338.jpg 600w\" sizes=\"(max-width: 1024px) 100vw, 1024px\">\r\n    <\/div>\r\n  <\/div>\r\n  <!-- Button Section (Full Width) -->\r\n\t\r\n  <div class=\"button-section\">\r\n\t  <p>Led by <strong>Marc Mathys of Paradigm21<\/strong>, this interactive online course combines 8 live sessions, practical exercises, buddy conversations and personal value-system profiles. After completing the course requirements, participants receive an official <strong>Level 1 certification<\/strong> issued by the <i>Don Don Beck Spiral Dynamics Integral Foundation<\/i>.\r\n  <\/div>\r\n  <div class=\"button-section text-center\">\r\n\t  <p><strong>Join our next cohort!<\/strong><\/p>\r\n    <p><a class=\"button blue\" target=\"_blank\" href=\"https:\/\/paradigm21.ch\/en\/products\/courses\/spiral-dynamics-level-1\/?utm_source=paradigm21.ch&utm_medium=blog&utm_campaign=sd-blog\">Enrol Now<\/a><\/p>\r\n  <\/div>\r\n<\/section>\r\n<h3 class=\"wp-block-heading\" id=\"h-2-security-purple\"><strong>2. Security (purple)<\/strong><\/h3><p><strong>Keywords:<\/strong> tribe, respect for elders<\/p><p><strong>Worldview:<\/strong> a magical and mysterious environment.<\/p><p><strong>Thinking:<\/strong> animistic, ritualistic; the values are traditionalism and security.<\/p><p><strong>Actions:<\/strong> sacrifice the self to the customs of the tribe, ancestors, or family.<\/p><p><strong>Description:<\/strong>during periods when humanity had to face difficult circumstances (such as hunger, cold, and natural threats), people found safety in numbers and therefore learned to cooperate. People began living in tribes and developed the power of speech and forms of social interaction.<\/p><p>This level gave a strong boost to humanity\u2019s ability to think collectively. The tribe provided safety and shelter from natural phenomena that were interpreted as manifestations of spirits. Individuals became loyal to the tribe\u2019s customs.<\/p><p>Today, this system is visible in family bonds and in childhood development around fairy tales, rituals, and stuffed animals. In organizations, purple shows up in unwritten rules and rituals such as outings with colleagues or after-work drinks. In times of crisis, this system becomes more active, as people begin to seek the safety of a group.<\/p><h3 class=\"wp-block-heading\" id=\"h-3-power-red\"><strong>3. Power (red)<\/strong><\/h3><p><strong>Keywords:<\/strong> impulsiveness, assertiveness, domination<\/p><p><strong>Worldview:<\/strong> a jungle, and nature must be conquered.<\/p><p><strong>Thinking:<\/strong> egocentric, assertive; the values are exploitation and power.<\/p><p><strong>Actions:<\/strong> express the self without guilt to satisfy impulses immediately.<\/p><p><strong>Description:<\/strong> with the birth of individuality, this &#8220;I&#8221; becomes aware of its own drives and its ability to impose its will on others. While people in purple stick together in the face of danger, the red individual confronts danger head-on, with courage and determination. The underlying theme of the red level is: &#8220;Defend your own interests, satisfy your own desires by doing what you want, without regard for others.&#8221;<\/p><p>In today\u2019s world, red shows up in children\u2019s desire to assert themselves and bully others, in contact sports like rugby, but also in street gangs and hooliganism. In our relationships, red is the force that enables us to say &#8220;stop&#8221; and leave unhealthy relationships. It is also the energy of entrepreneurship that pounds the table with the determination to solve a problem by founding a company. In management, healthy red translates into decisive action, but if it is not channeled, it can turn into abuse of power.<\/p><h3 class=\"wp-block-heading\" id=\"h-4-order-blue\"><strong>4. Order (blue)<\/strong><\/h3><p><strong>Keywords:<\/strong> dogmatism, obedience, respect for rules<\/p><p><strong>Worldview:<\/strong> controlled by an Ultimate Truth and morality.<\/p><p><strong>Thinking:<\/strong> absolutist, guilt; the values are sacrifice and salvation.<\/p><p><strong>Actions:<\/strong> sacrifice the self now to obtain a reward later.<\/p><p><strong>Description:<\/strong>the red level ultimately leads to chaos and a growing divide between leaders and the governed. The blue level emerges in response to the need for calm, order, and stability. While in the red level immediate gratification at the expense of everything else prevailed, serving the community through the ability to control one\u2019s desires characterizes the blue level. The here and now is no longer paramount; instead, people are willing to follow rules and conform to an overall plan, for which they will be rewarded in the future.<\/p><p>In today\u2019s society, the blue level is clearly present in different religious faiths, but it is also the driving force behind the structure of our society: laws, the judicial system, property rights, infrastructure, etc.<\/p><p>Organizations cannot survive without the structure provided by the blue level. But in excess, this level brings too much bureaucracy, makes the organization rigid, and unable to adapt to changing circumstances. The other risk of blue is fostering a dogmatic good-versus-evil mindset and an unforgiving sense of guilt when rules are not followed.<\/p><h3 class=\"wp-block-heading\" id=\"h-5-individualism-orange\"><strong>5. Individualism (orange)<\/strong><\/h3><p><strong>Keywords:<\/strong> achievement, competition, argumentation, self-image<\/p><p><strong>Worldview:<\/strong>full of opportunities to create a better, more prosperous life.<\/p><p><strong>Thinking:<\/strong> pragmatic and positive, competitive; the values are scientism and materialism.<\/p><p><strong>Actions:<\/strong> express the self in a calculated way so as not to trigger others\u2019 aggressiveness.<\/p><p><strong>Description: <\/strong>the pressure of the blue level can repress individual freedom, expression, and innovation. In response, individuals become aware that everyone should be able to determine their own life and have a right to personal success. The resulting orange level is strongly oriented toward freedom of thought and individual autonomy. Like red, orange is attached to self-expression, but in a more strategic way. Orange understands the need for healthy blue structures, but it will enjoy the challenge of identifying gaps in the system and exploiting them. Where red dominates by exerting power, orange plays the game strategically for the pleasure of winning. It therefore has an interest in others also being willing to keep playing the game.<\/p><p>The economy of the Western world has a strong orange character: it is ambitious, growth-oriented, and focused on innovation and individual achievement. Many training programs on personal leadership and effectiveness seek to activate this dynamism. At the individual level, social networks also exploit this image of success that people want to project in an endless race toward the perfect life.<\/p><p>In organizations, orange is synonymous with financial success, articulating strategies, and executing 1-year, 3-year, or 5-year plans to reach objectives. But if it goes too far, an orange organization can suppress blue order and lead to organizational collapse. The biggest limitation of the orange economy is that its purpose is to create shareholder value, and it will pursue that goal at the expense of natural, human, societal, or environmental resources.<\/p><h3 class=\"wp-block-heading\" id=\"h-6-pluralism-green\"><strong>6. Pluralism (green)<\/strong><\/h3><p><strong>Keywords:<\/strong> harmony, belonging, equivalence<\/p><p><strong>Worldview:<\/strong> the shared habitat of all humanity.<\/p><p><strong>Thinking:<\/strong> relativistic; the values are harmony, sociocentrism, and community.<\/p><p><strong>Actions:<\/strong> sacrifice self-expression now in the service of individual and collective harmony.<\/p><p><strong>Description: <\/strong>Although the orange level generates abundance, this frantic race also creates a sense of emptiness and loneliness. Many people experience having everything they want and need, yet still being weighed down by a search for meaning, well-being, and inner peace. The green level emerges with the search for a life in harmony with people and nature. Green is attentive to feelings and emotions; it reintroduces intuition and spirituality into the mechanical, material orange world. Because green only emerges when people have become so wealthy that they do not need to spend all their time working and &#8220;succeeding,&#8221; this system fully emerges only in prosperous societies.<\/p><p>Green repairs many important elements lost or damaged in earlier levels of Spiral Dynamics. It reintroduces spiritual awareness, equality between men and women, and balance between humans and nature. In management, green is visible in the care given to employees and their personal development, in the need for a less hierarchical organization with autonomous teams, but also in the risk of involving everyone in endless discussion circles without achieving substantial results.<\/p><p>Green reintroduces important elements into the spiral, but it remains strongly opposed to the value systems of earlier levels and contradictory in its interactions. Green struggles to deal with unhealthy expressions of red because it does not want to impose limits on undesirable behaviors; it prefers to tolerate them freely. It opposes blue\u2019s notion of good and evil, and in doing so, it undermines rules and structure. On the other hand, it fights against the inequality and lack of human dignity of the orange level, and in doing so, it undermines the system from which the wealth emerged that made it possible to pay attention to human aspects.<\/p><h3 class=\"wp-block-heading\" id=\"h-7-integral-yellow\"><strong>7. Integral (yellow)<\/strong><\/h3><p><strong>Keywords:<\/strong> functionality, complexity, adaptation<\/p><p><strong>Worldview:<\/strong> a set of complex systems marked by chaos and uncertainty.<\/p><p><strong>Thinking:<\/strong> systemic and integral; the values are acceptance and existence.<\/p><p><strong>Actions:<\/strong> express the self, but never at the expense of others, so that all life can continue in a natural and functional way.<\/p><p><strong>Description<\/strong>: Clare W. Graves discovered in his research that people can, at a certain point in their development, make a major leap, with a loss of fear of failure and a huge increase in creativity. At the yellow level, people are no longer driven by external forces such as social pressure, but from within and autonomously.<\/p><p>Today, many organizations feel the need for decisive action (red) as well as adequate structure (blue), and goal-driven performance (orange) as well as attention to people (green). Combining all these aspects requires a more complex level of thinking, which is indeed what we see emerging today with people reaching the yellow level. They recognize all the underlying value systems in themselves and in others, and are able to align these systems and operate within each without judgment.<\/p><p>Yellow responds to threats, such as the growing climate problem, not with fear but by asking which solution would serve the whole system. It can face chaos and tumultuous change; it can believe that time is an ally and trust in synchronicity.<\/p><p>In management, yellow shows up in outlining long-term perspectives in which the interests of the organization and society coincide (circular economy), in operating through autonomous networks, and in the ability to adapt management style to the situation. Yellow does not THINK out-of-the-box; it LIVES out-of-the-box, and from there it creates organizations that serve all stakeholders in the ecosystem. Of course, the yellow level comes with its own limitations, but because it is emerging, we lack the perspective to list them comprehensively. One distortion of the yellow level is imagining that things are more complex than they really are\u2014i.e., becoming impatient with others\u2019 incompetence.<\/p><h3 class=\"wp-block-heading\" id=\"h-8-holistic-turquoise\"><strong>8. Holistic (turquoise)<\/strong><\/h3><p><strong>Keywords:<\/strong> chaordic, quantum, dissolution of the ego, non-duality<\/p><p><strong>Worldview:<\/strong> a network of interdependent components forming one great organism<\/p><p><strong>Thinking:<\/strong> transpersonal, interconnected; the values are experimentation and communion.<\/p><p><strong>Actions:<\/strong> if necessary, sacrifice the self and that of others for the good of all life, present and to come.<\/p><p><strong>Description:<\/strong>it is inevitable that a level oriented toward self-expression (such as beige, red, orange, or yellow) is followed by a level oriented toward WE, with aspects of aligning interests and self-sacrifice (such as purple, blue, and green). Alongside the emergence of yellow, we are also seeing, in some parts of the world, the emergence of the next level: turquoise.<\/p><p>This system has a holistic view of the world, with people living their lives as one with the Earth and the universe and everything that exists. Turquoise sees the world as a single dynamic organism endowed with a collective consciousness. The self is both autonomous and blends harmoniously into the whole. This system is beginning to develop more vigorously, as evidenced by the growing interest in integrating science and spirituality. It is still too early to describe it more precisely, as we rarely see a true expression of it in society. This value system could well generate the awareness and coherence needed to truly tackle the growing global climate crisis.<\/p><h3 class=\"wp-block-heading\" id=\"h-principles-of-evolution\">Principles of evolution<\/h3><p>Empirical study of Spiral Dynamics reveals that it is impossible to eliminate or skip a <em>level of existence<\/em> during one\u2019s evolution. For example, it is impossible to move from an organization with an orange dominance to a strong yellow component without going through the green evolutionary stage. This is the biggest trap our ego and our desire to evolve set for us. In this example, it is clear that yellow, which is integrative and systemic, must be able to build on a green experience to find a balanced situation. Without this strong human component and the ability to function harmoniously within a collective, early yellow risks not finding the authenticity and integrity needed to truly embody an integrative stance\u2014and thus immediately falling back into orange dominance. It is therefore not possible to instrumentalize a yellow evolution in the service of interests tied to orange ends without having lived the transformation that is the shift from orange to green.<\/p><p>Each <em>level of existence<\/em> transcends and includes the previous ones, a bit like an adult is built on the learnings of childhood and adolescence. When we reach a new <em>level of existence<\/em>, it does not replace the previous level; the impact of the latter diminishes without ever disappearing. The new level gradually emerges, then becomes the dominant level until it is replaced in turn. As a result, within an individual, a society, or an organization, several levels coexist at a given time.<\/p><p>The next part of this series is in the third article titled <a href=\"https:\/\/paradigm21.ch\/en\/resources\/articles\/evolution-illustrated-with-spiral-dynamics\/\"><strong>Evolution Illustrated with Spiral Dynamics<\/strong><\/a>.<\/p><style>\r\n  @media only screen and (min-width: 800px) {\r\n    .full-width-section, .button-section {\r\n      padding: 30px;\r\n    }\r\n    .two-columns-section {\r\n      display: flex;\r\n      flex-wrap: nowrap;\r\n    }\r\n    .column {\r\n      flex: 1;\r\n      min-width: 40%;\r\n      padding: 0px 30px 30px 40px;\r\n    }\r\n    .image-column {\r\n      max-width: 50%;\r\n  \t  padding: 0 40px 0 0;\r\n\t  align-self: center;\r\n}\r\n    }\r\n\t.left-list li {\r\n\t  margin-bottom: 12px !important;\r\n    }\r\n\t.button-section {\r\n      padding: 0px 30px;\r\n    }\r\n  }\r\n  @media only screen and (max-width: 800px) {\r\n\t.full-width-section {\r\n      padding: 20px;\r\n    }\r\n\t.subtitle {\r\n      font-size: 15px;\r\n      line-height: 20px;\r\n      padding: 0px 20px;\r\n      display: block;\r\n    }\r\n\tul.left-list {\r\n   \t  padding-left: 20px !important;\r\n    }\r\n\t.left-list li {\r\n\t  margin-bottom: 0px !important;\r\n    }\r\n    .two-columns-section {\r\n      flex-direction: column;\r\n    }\r\n    .column, .image-column {\r\n      width: 100%;\r\n      padding: 20px;\r\n    }\r\n    .button-section {\r\n      padding-bottom: 20px;\r\n    }\r\n  }\r\n  ul.left-list {\r\n    margin: 0px !important;\r\n  }\r\n  .custom-container {\r\n    display: flex;\r\n    flex-direction: column;\r\n    border: 4px solid #ccc;\r\n    max-width: 1200px;\r\n    margin: 0 auto;\r\n    margin-bottom: 30px;\r\n    margin-top: 30px;\r\n  }\r\n<\/style>\r\n\r\n<section class=\"custom-container\">\r\n  <!-- Title and Text Section (Full Width) -->\r\n  <div class=\"full-width-section\">\r\n    <h2 style=\"text-align: center;\"><strong>NAVIGATING COMPLEXITY, VALUES AND CHANGE<\/strong><\/h2>\r\n    <span class=\"subtitle\"><strong>Why do we resist change? How can we understand conflicting values and discover new possibilities for growth and transformation?<\/strong><br>\r\n\t  Discover the Level 1 Masterclass in Spiral Dynamics, a powerful framework to:<\/span>\r\n<\/div>\r\n<!-- Two Columns Section -->\r\n<div class=\"two-columns-section\">\r\n    <!-- Bullet Points Column -->\r\n    <div class=\"column\">\r\n       <ul class=\"left-list\">\r\n    \t<li><strong>Understand yourself<\/strong> \u2013 Recognise the value systems shaping your beliefs, reactions and choices.<\/li>\r\n    \t<li><strong>Make sense of others<\/strong> \u2013 Explore conflicting perspectives and what drives resistance to change.<\/li>\r\n    \t<li><strong>Navigate complexity<\/strong> \u2013 Discover new possibilities for personal, organisational and societal transformation.<\/li>\r\n        <\/ul>\r\n    <\/div>\r\n    <!-- Image Column -->\r\n    <div class=\"image-column\">\r\n\t<img fetchpriority=\"high\" fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"576\" src=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1.jpg\" alt=\"\" class=\"wp-image-7368\" srcset=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1.jpg 1024w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-300x169.jpg 300w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-768x432.jpg 768w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-180x100.jpg 180w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-624x351.jpg 624w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-50x28.jpg 50w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-100x56.jpg 100w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2025\/02\/Session-1-20.02.2024-1024x576-1-600x338.jpg 600w\" sizes=\"(max-width: 1024px) 100vw, 1024px\">\r\n    <\/div>\r\n  <\/div>\r\n  <!-- Button Section (Full Width) -->\r\n\t\r\n  <div class=\"button-section\">\r\n\t  <p>Led by <strong>Marc Mathys of Paradigm21<\/strong>, this interactive online course combines 8 live sessions, practical exercises, buddy conversations and personal value-system profiles. After completing the course requirements, participants receive an official <strong>Level 1 certification<\/strong> issued by the <i>Don Don Beck Spiral Dynamics Integral Foundation<\/i>.\r\n  <\/div>\r\n  <div class=\"button-section text-center\">\r\n\t  <p><strong>Join our next cohort!<\/strong><\/p>\r\n    <p><a class=\"button blue\" target=\"_blank\" href=\"https:\/\/paradigm21.ch\/en\/products\/courses\/spiral-dynamics-level-1\/?utm_source=paradigm21.ch&utm_medium=blog&utm_campaign=sd-blog\">Enrol Now<\/a><\/p>\r\n  <\/div>\r\n<\/section>\r\n<p><strong>Resources on Spiral Dynamics<\/strong><\/p><ul class=\"wp-block-list\"><li><a href=\"https:\/\/www.amazon.com\/Spiral-Dynamics-Integral\/dp\/B000Q7ZFF2\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Spiral Dynamics Integral<\/strong><\/a> (audiobook) written and read by Dr. Don Beck<\/li>\n\n<li><a href=\"https:\/\/www.amazon.com\/Spiral-Dynamics-Action-Humanitys-Master\/dp\/1119387183\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Spiral Dynamics in Action: Humanity&#8217;s Master Code<\/strong><\/a> by Dr. Don Beck, Teddy Hebo Larsen, Sergey Solonin, Dr. Rica Viljoen, Thomas Q. Johns<\/li>\n\n<li><a href=\"https:\/\/www.amazon.fr\/spirale-dynamique-Comprendre-sorganisent-pourquoi\/dp\/2729619283\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Spiral Dynamics &#8211; Mastering Values, Leadership and Change<\/strong><\/a> by Fabien Chabreuil and Patricia Chabreuil<\/li>\n\n<li><a href=\"https:\/\/valuematch.net\/en\/en-spiral-dynamics\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>ValueMatch<\/strong><\/a> offers a free Spiral Dynamics knowledge test, as well as a values report and a personal change report (paid)<\/li><\/ul>","protected":false},"excerpt":{"rendered":"<p>Spiral Dynamics is a useful tool for shedding light on the changes underway and for understanding the stages of individual, collective, and organizational transformation in&hellip;<\/p>\n","protected":false},"author":10,"featured_media":6458,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[112,114],"class_list":["post-13071","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles","tag-change-dynamics","tag-situational-leadership",""],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.2 (Yoast SEO v24.5) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>The Levels of Existence in Spiral Dynamics<\/title>\n<meta name=\"description\" content=\"Spiral Dynamics is a powerful model for decoding the motivations that shape human behavior and the evolution of humanity.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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I founded Paradigm21 in 2018 to share 3 years of experience in creating and managing a \\\"distributed\\\" organization. I am committed to supporting the transformation of our society and its institutions. What motivated me to choose to accompany the emergence of a new paradigm Many of us are becoming increasingly aware of the environmental impact of our lifestyles, our food consumption, our energy use and our carbon footprint. A good number of years ago and like so many others, I started a (too) slow shift of my habits towards a fairer, more local, more sustainable consumption. Even though I still see many inconsistencies in my life choices, I am trying to bring awareness and acceptance of my imperfection. It would be wonderful if everyone took this same path, at their own pace and in their own way. Unfortunately however, this would not be enough. The challenges facing humanity and our planet are much greater, whether we are talking about global warming, the disappearance of species or the socio-economic disparities between the different layers of our societies as well as between rich and poor countries. I fear that the individual actions and citizen movements that are underway are far too slow to respond to the urgency of the current situation. In other words, if we don't find a way to get the economy on board, the future does not look good. However, the capitalist system as it was established in the 20th century tends to systematically privilege short-term gains and the creation of shareholder value to the detriment of any other measure. I am not advocating killing capitalism, but there is one principle that needs to be urgently reviewed. It is the one that allows companies to redistribute economic gains to shareholders while the negative impact of economic activities on the environment, health and society is ignored in the balance sheet of economic activity and becomes the responsibility of governments that try as best they can to limit the damage, but without giving themselves the means to do so since they are themselves primarily at the service of the economy. I am certain that the solution will come from the companies themselves and the people within them. What is needed to ensure that the awareness and lifestyle choices of individual employees are also translated into responsible behavior by the companies in which they work? There is very little missing in my opinion. What is needed is a shift in decision-making power from a small group of shareholders to a larger number of employees who are committed to taking their individual and collective responsibilities seriously. It is therefore urgent to put people at the center of the organization and to make room for collective intelligence in strategic choices. But this should not be at the expense of shareholders. As consumption choices also evolve, it will sooner or later become a simple matter of economic survival to be committed to a sustainable activity rather than continuing with the status quo. The new cultural and structural paradigm of organizations that we are accompanying is certainly a way to accelerate this change by starting to put people at the center. I am convinced that the transformation of organizations is a Trojan horse in the world of business and public authorities to enable a societal transformation on a much larger scale. The professional career that led me to do this activityLe parcours professionnel qui m'a amen\u00e9 \u00e0 exercer mon activit\u00e9 With an engineering degree and an MBA in my pocket, nothing predestined me for this line of work. I dreamt about it for a while during my one-year training as a professional coach, but as I didn't know where to start, I did absolutely nothing. I then moved into conscious entrepreneurship by co-founding ArboLife (the forerunner of Paradigm21) in 2015, which was recognized as a pioneer of the emerging paradigm of organizations in Switzerland. In 2018, it was after following a multitude of synchronicities that I was first inspired to co-create a training on distributed organizations, then attracted our first customers and finally co-found Paradigm21 by inviting other members to come and co-construct the company that we currently know. What is interesting about this experience is that there was never a strategy or goal to do coaching or training in this area, we just responded to what came our way by putting one foot in front of the other. Along the way, however, we have developed common visions for Paradigm21 but these are regularly updated to reflect the reality we experience. The biggest challenge I've faced in my evolution Although I was the initiator of new organizational practices in the different structures that I co-founded, I kept tripping over my old automatisms inherited from a previous career and the management jobs that I held. And today, almost 6 years after I started and despite my experience in training and accompanying other organizations on this same path, I continue to discover behaviors that I have in certain situations that do not support our own way of operating. Every time I think I've covered all the mistakes that can be made on this path of internal and organizational transformation, I stumble upon one more example of a trap I've fallen into. It is thanks to the tensions that my behaviors generate and to the feedbacks of my colleagues, which can be both benevolent and sometimes a little ruthless, that new opportunities for my own evolution are revealed. My favorite book I have many \\\"favorite\\\" books, but one of my latest finds is \\\"The Surrender Experiment\\\" by Micheal Singer. I devoured this book in the summer of 2021 and loved the way the author recounts a 30+ year career path in which he let go of every major decision. That is, instead of having a strategy and executing it by putting aside \\\"non-priority\\\" opportunities, he systematically accepted the opportunities that life presented to him, even if (and especially if) they went against what he had consciously chosen to do. And the result speaks for itself. Following one synchronicity after another, the sequence of events that have occurred is mind-boggling and of a nature that we, too, should trust life and let things that arise spontaneously unfold. If I could have a super power, it would be... To have a magic wand that allows me to free all the people I interact with from limiting beliefs that they are not aware of and open the doors to a world in which they are free to be who they really are and do what matters to them. Of course, I would first test this magic wand on myself. One thing from my bucket list To live a minimalist life in a Tiny House close to nature and with a garden to grow most of the fruits and vegetables to feed myself. The goal is not necessarily autonomy, but at least to drastically reduce my carbon footprint in relation to my consumption and my lifestyle.\",\"url\":\"https:\/\/paradigm21.ch\/en\/team\/marc-mathys\/\"}]}<\/script>\n<!-- \/ Yoast SEO Premium plugin. -->","yoast_head_json":{"title":"The Levels of Existence in Spiral Dynamics","description":"Spiral Dynamics is a powerful model for decoding the motivations that shape human behavior and the evolution of humanity.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/","og_locale":"en_US","og_type":"article","og_title":"The Levels of Existence in Spiral Dynamics","og_description":"Spiral Dynamics is a powerful model for decoding the motivations that shape human behavior and the evolution of humanity.","og_url":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/","og_site_name":"Paradigm21","article_publisher":"https:\/\/www.facebook.com\/paradigm21.ch","article_published_time":"2020-04-21T08:10:49+00:00","article_modified_time":"2026-11-05T22:22:48+00:00","og_image":[{"url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2020\/04\/Spirale-Dynamique-carre-300x300.jpg","type":"","width":"","height":""}],"author":"Marc Mathys","twitter_card":"summary_large_image","twitter_title":"The Levels of Existence in Spiral Dynamics (2\/4)","twitter_misc":{"Written by":"Marc Mathys","Est. reading time":"14 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/","url":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/","name":"The Levels of Existence in Spiral Dynamics","isPartOf":{"@id":"https:\/\/paradigm21.ch\/en\/#website"},"primaryImageOfPage":{"@id":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/#primaryimage"},"image":{"@id":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/#primaryimage"},"thumbnailUrl":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2023\/12\/Spirale3-1-e1739884631618.png","datePublished":"2020-04-21T08:10:49+00:00","dateModified":"2026-11-05T22:22:48+00:00","author":{"@id":"https:\/\/paradigm21.ch\/en\/#\/schema\/person\/7fe66553c3c313bde0b62ad809f13f7b"},"description":"Spiral Dynamics is a powerful model for decoding the motivations that shape human behavior and the evolution of humanity.","breadcrumb":{"@id":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/#primaryimage","url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2023\/12\/Spirale3-1-e1739884631618.png","contentUrl":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2023\/12\/Spirale3-1-e1739884631618.png","width":3570,"height":1208,"caption":"Les niveaux d'existence de la spirale dynamique"},{"@type":"BreadcrumbList","@id":"https:\/\/paradigm21.ch\/en\/resources\/articles\/levels-of-existence-in-spiral-dynamics\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/paradigm21.ch\/en\/"},{"@type":"ListItem","position":2,"name":"The Levels of Existence in Spiral Dynamics (2\/4)"}]},{"@type":"WebSite","@id":"https:\/\/paradigm21.ch\/en\/#website","url":"https:\/\/paradigm21.ch\/en\/","name":"Paradigm21","description":"","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/paradigm21.ch\/en\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Person","@id":"https:\/\/paradigm21.ch\/en\/#\/schema\/person\/7fe66553c3c313bde0b62ad809f13f7b","name":"Marc Mathys","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/paradigm21.ch\/en\/#\/schema\/person\/image\/","url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2024\/12\/marc-avatar.jpg","contentUrl":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2024\/12\/marc-avatar.jpg","caption":"Marc Mathys"},"description":"Specialized in the diagnosis and supporting transformation, I combine Spiral Dynamics, Integral Vision with a human and holarchic approach to organizations. I founded Paradigm21 in 2018 to share 3 years of experience in creating and managing a \"distributed\" organization. I am committed to supporting the transformation of our society and its institutions. What motivated me to choose to accompany the emergence of a new paradigm Many of us are becoming increasingly aware of the environmental impact of our lifestyles, our food consumption, our energy use and our carbon footprint. A good number of years ago and like so many others, I started a (too) slow shift of my habits towards a fairer, more local, more sustainable consumption. Even though I still see many inconsistencies in my life choices, I am trying to bring awareness and acceptance of my imperfection. It would be wonderful if everyone took this same path, at their own pace and in their own way. Unfortunately however, this would not be enough. The challenges facing humanity and our planet are much greater, whether we are talking about global warming, the disappearance of species or the socio-economic disparities between the different layers of our societies as well as between rich and poor countries. I fear that the individual actions and citizen movements that are underway are far too slow to respond to the urgency of the current situation. In other words, if we don't find a way to get the economy on board, the future does not look good. However, the capitalist system as it was established in the 20th century tends to systematically privilege short-term gains and the creation of shareholder value to the detriment of any other measure. I am not advocating killing capitalism, but there is one principle that needs to be urgently reviewed. It is the one that allows companies to redistribute economic gains to shareholders while the negative impact of economic activities on the environment, health and society is ignored in the balance sheet of economic activity and becomes the responsibility of governments that try as best they can to limit the damage, but without giving themselves the means to do so since they are themselves primarily at the service of the economy. I am certain that the solution will come from the companies themselves and the people within them. What is needed to ensure that the awareness and lifestyle choices of individual employees are also translated into responsible behavior by the companies in which they work? There is very little missing in my opinion. What is needed is a shift in decision-making power from a small group of shareholders to a larger number of employees who are committed to taking their individual and collective responsibilities seriously. It is therefore urgent to put people at the center of the organization and to make room for collective intelligence in strategic choices. But this should not be at the expense of shareholders. As consumption choices also evolve, it will sooner or later become a simple matter of economic survival to be committed to a sustainable activity rather than continuing with the status quo. The new cultural and structural paradigm of organizations that we are accompanying is certainly a way to accelerate this change by starting to put people at the center. I am convinced that the transformation of organizations is a Trojan horse in the world of business and public authorities to enable a societal transformation on a much larger scale. The professional career that led me to do this activityLe parcours professionnel qui m'a amen\u00e9 \u00e0 exercer mon activit\u00e9 With an engineering degree and an MBA in my pocket, nothing predestined me for this line of work. I dreamt about it for a while during my one-year training as a professional coach, but as I didn't know where to start, I did absolutely nothing. I then moved into conscious entrepreneurship by co-founding ArboLife (the forerunner of Paradigm21) in 2015, which was recognized as a pioneer of the emerging paradigm of organizations in Switzerland. In 2018, it was after following a multitude of synchronicities that I was first inspired to co-create a training on distributed organizations, then attracted our first customers and finally co-found Paradigm21 by inviting other members to come and co-construct the company that we currently know. What is interesting about this experience is that there was never a strategy or goal to do coaching or training in this area, we just responded to what came our way by putting one foot in front of the other. Along the way, however, we have developed common visions for Paradigm21 but these are regularly updated to reflect the reality we experience. The biggest challenge I've faced in my evolution Although I was the initiator of new organizational practices in the different structures that I co-founded, I kept tripping over my old automatisms inherited from a previous career and the management jobs that I held. And today, almost 6 years after I started and despite my experience in training and accompanying other organizations on this same path, I continue to discover behaviors that I have in certain situations that do not support our own way of operating. Every time I think I've covered all the mistakes that can be made on this path of internal and organizational transformation, I stumble upon one more example of a trap I've fallen into. It is thanks to the tensions that my behaviors generate and to the feedbacks of my colleagues, which can be both benevolent and sometimes a little ruthless, that new opportunities for my own evolution are revealed. My favorite book I have many \"favorite\" books, but one of my latest finds is \"The Surrender Experiment\" by Micheal Singer. I devoured this book in the summer of 2021 and loved the way the author recounts a 30+ year career path in which he let go of every major decision. That is, instead of having a strategy and executing it by putting aside \"non-priority\" opportunities, he systematically accepted the opportunities that life presented to him, even if (and especially if) they went against what he had consciously chosen to do. And the result speaks for itself. Following one synchronicity after another, the sequence of events that have occurred is mind-boggling and of a nature that we, too, should trust life and let things that arise spontaneously unfold. If I could have a super power, it would be... To have a magic wand that allows me to free all the people I interact with from limiting beliefs that they are not aware of and open the doors to a world in which they are free to be who they really are and do what matters to them. Of course, I would first test this magic wand on myself. One thing from my bucket list To live a minimalist life in a Tiny House close to nature and with a garden to grow most of the fruits and vegetables to feed myself. The goal is not necessarily autonomy, but at least to drastically reduce my carbon footprint in relation to my consumption and my lifestyle.","url":"https:\/\/paradigm21.ch\/en\/team\/marc-mathys\/"}]}},"_links":{"self":[{"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/posts\/13071","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/users\/10"}],"replies":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/comments?post=13071"}],"version-history":[{"count":8,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/posts\/13071\/revisions"}],"predecessor-version":[{"id":13095,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/posts\/13071\/revisions\/13095"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/media\/6458"}],"wp:attachment":[{"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/media?parent=13071"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/categories?post=13071"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/tags?post=13071"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}