Graves Model Article Collection

Entrepreneurial Thinking - Graves5 Questions

One of the most important tasks for an HR professional is to assess the Graves5 motivation of a candidate, especially when filling positions in the private sector. How strong is the performance motivation, the ambition, the drive? Does the candidate have an optimistic basic attitude that attracts success? Does the candidate think entrepreneurially and take responsibility for goals, or do they rather work to rule? Do they accept competition as a challenge or are they mentally blocked by intense competition? Are the central Graves5 values important motivators?: Success, progress, wealth, career, goals, entrepreneurial thinking, profit and results orientation, "making things better", growth and expansion.

Some questions help to explore the strength of the Graves5 level. As with all Graves questions, it's more about how the answer is given. The body responds faster than consciousness, or the limbic system responds faster than the cerebrum, and this shows in the way the candidate engages with the question, their body language, and how their voice sounds. Generally: If the candidate is energized by the question, answers congruently (content and body language match), answers comprehensively and shares personal experiences, this shows a strength on that Graves level. This means the values of this level are strong motivators.

Here's a selection of questions targeting the Graves5 level:

• "How do you perform in professional situations with intense competition?" → Concrete examples
• "Have you contributed to increasing productivity, revenue, or profit in your previous position?" → "Where are your greatest successes in this area?"
• "In which area do you rate your performance as above average? Where are you better than others?" Follow-up: Concrete examples
• "What is important to you regarding your supervisor?" (Multi-level question) → Concrete examples

The answers reveal the strength of the Graves5 level

Graves5 Strength: Energized by the questions, has a proactive and performance-oriented attitude: "Competition stimulates business", believes in themselves and their ability to succeed, willingness to give >150%; wants leadership through goals, expects a basic goal and success orientation in the relationship with their supervisor and expects results and performance-oriented support. Expects a cooperative leadership style, wants to be "coached" by their supervisor to become more successful.

Graves5 Weakness: Weakened by the questions, goes into stress physiology, unconsciously believes: "Intense competition reduces my chances of success", doubts themselves and their ability to succeed, willingness to give >100% is not present; In the relationship with their supervisor, other values are central; leading through goals is not important.

A Healthy Graves4 Level (2011)

In the evolution of cultures, Graves4 forms in the early phase of an advanced civilization when better organization is needed than tribal structures can provide.

This was typically the case during the transition from a hunter-gatherer culture to an agricultural society:

"The organization of irrigation systems required new technical skills and more efficient social organization. While language as a communication platform sufficed for hunters and gatherers, this complex new agricultural society required a culture of writing. It's interesting: Everywhere irrigated agriculture was practiced, a culture of writing emerged. In the Middle East, the Indus Valley, China, or Mexico. And a consciousness of religion developed."

Whenever this happened, the following Graves4 values developed into fundamental pillars of society: Law & order, truth, justice, morality, accuracy, thoroughness, control, discipline, obedience, reliability, order, loyalty, stability, clarity, structure, certainty, duty.

The might-makes-right approach of the Graves3 level is replaced by a universally valid system of rules and laws. Writing develops and gains importance in secular and religious legal texts and in the bureaucratic culture of officials.

In modern companies, the Graves4 value level forms the foundation for organization and order. Clearly defined processes, functioning accounting, effective controlling, and good quality and risk management are the positive aspects of healthy Graves4 integration. When Graves4 components are constructively integrated in a mature personality, the person has stability and takes responsibility. They are conscientious, advocate for law, order and the common good, are well-organized and systematic in their approach.

Based on a stable and healthy Graves4 level, a healthy Graves5 value level develops in further value evolution, with its entrepreneurial values such as: Career, performance, results, success, progress, wealth, challenge, goals, entrepreneurial thinking, profit, results orientation, "making things better", growth, competition stimulates, expansion - everything "bigger & better". Organizations with Graves5 centering have flat hierarchies and pragmatic decision paths. Strategy and market proximity dominate action.

Should the Graves5 level be only weakly developed, the disadvantages of missing Graves5 balance show up in the respective organization:

• Overwhelming bureaucracy and reporting
• Classic civil service of authoritarian states
• Lengthy decision processes
• "Security mania" (More energy in securing and error avoidance than in goal achievement)

However, if the Graves5 level takes over and "robs" the Graves4 values of motivational power - the weakened Graves4 level has fatal effects. As the years since 2007 have shown, irresponsible turbo-capitalism and lacking risk management (keyword: financial crisis through derivatives trading) are signs of collective Graves4 weakness. After freeing ourselves from the rigid dominance of authoritarian Graves4 systems after World War II, the pendulum has now swung in the other direction. Today there's a lack of healthy sense of responsibility for the common good, which shows particularly in growing corruption and "entanglement" between business and politics. Long-term, a society will only be economically successful if the Graves4 value base is also healthy and balanced by higher value levels. It's the primary responsibility of politics to create an environment for a healthy Graves4 level. This requires independent legislation (keyword: Austrian Constitutional Court or Federal Constitutional Court in Germany) as well as the necessity to lead by example. The current Euro crisis shows how inadequate a monetary union (Graves5 level) is without sustainable rules (Graves4 structures). It remains to be seen how successful the "operation on the open European Graves4 heart" will be (written on 27.10.2011). In the USA too, Barack Obama's original intention can be recognized - the will to strengthen Graves4 and all group-oriented value levels (Graves2, Graves4, Graves6 and Graves8). However, it's questionable how much of this will still be implemented in real politics. So far the results have been sobering. "Globalization" is a worldwide value evolution from Graves4 to Graves5. China, India, Eastern Europe and many emerging countries have developed their Graves5 value level in recent years. Basically, globalization is therefore an evolutionary movement: "Prosperity creates peace", even if the effects in Europe were more locally de-evolutionary, as the European Graves6 level was weakened, which showed in social cutbacks. However, the whole world is now watching the USA and Europe with anticipation - the "role models" of globalization. Can the USA and Europe stabilize their Graves4 level again? Do citizens begin to believe again in the honesty and handshake quality of their politicians? Or will there be social upheavals and new structures? Much will depend in the future on how systemically intelligent (Graves7) and sustainable (Graves8) measures can stabilize and make healthier the collective Graves4 system of Western cultures, so that social prosperity can manifest sustainably.

Graves5 and the Growth Wall - Middle Income Trap (2014)

Graves4 – Law & Order

During 10,000 BC to 7,000 BC, a transition took place where a large part of the population no longer lived in hunter-gatherer tribes but began practicing agriculture and forming ever-larger social structures like kingdoms and city-states. For example, in the area of present-day Iraq, there was a city called Uruk that already had more than 100,000 inhabitants in 8,000 BC. With this cultural leap, also called the Neolithic Revolution, the value systems of people evolved further. Agricultural society required more organization and development of writing to establish laws, law and order. Humans submitted to the authority of the kingdom and fulfilled their duty. The motivating values of this "Prussian/Confucian" Graves4 value development stage are: Truth, justice, morality, accuracy, thoroughness, control, discipline, obedience, reliability, stability, clarity, structure, certainty, duty fulfillment, patriotism, honesty, and sense of responsibility. In a business enterprise, the Graves4 value level forms the foundation for organization and order. Clearly defined processes, functioning accounting, effective controlling, and good quality and risk management are the positive aspects of healthy Graves4 integration. The Graves4 leadership style is authoritarian leadership.

Graves5 – Success and Prosperity

In Europe, during the Renaissance (from the 15th century) and Enlightenment (around 17th century), a cultural further development occurred: The human as an individual person and creative individual suddenly became the focus. There was a gradual departure from the dogmatism of the medieval church and rationality. Science and freedom stimulated economic life and trade. The individual believed in themselves and saw the world full of possibilities and opportunities. Graves4 values are recognized as a necessary foundation for order. The focus now shifts from the we-oriented Graves4 values to the I-oriented Graves5 values: Success, career, performance, prosperity, progress, wealth, challenge, goals, entrepreneurial thinking, profit, results orientation, "making things better", growth, excellent performance, competition, "bigger & better", productivity, value creation, and pragmatism.

The Transition from a Graves4-centered to a Graves5-centered Society

Only as a result of the Industrial Revolution did the Western world succeed in the 19th and 20th centuries in crossing the so-called growth wall (middle income trap). From today's perspective, this lies at an average per capita income of $15,000 to $20,000 per year. Interestingly, the observations of economists align with the Graves model: Authoritarian Graves3-Graves4 systems usually develop economically better below the growth wall than prematurely deregulated democracies. In Graves4-centered societies, everything functions in the "old cycle": Graves2 tribal thinking → Graves3 power structures → Graves4 autocracy strengthen the old order. The leap over the growth wall succeeds only through the Graves4-Graves5 quantum jump. Now the success laws change. Secured property rights, independent courts, and enforceable contract security strengthen the Graves4 level to the extent that the power-oriented Graves3 influence is blocked. On this new basis, the upper cycle intensifies in companies: Graves5 success → Graves6 team & relationship → Graves7 learning organizations strengthen Graves5 prosperity. Learning companies are characterized by creativity, innovation enthusiasm, cosmopolitanism, systemic thinking, and rapid adaptability. China is currently at the growth wall. The question is whether China can transform the "old cycle", because for this the Communist Party would have to reinvent itself.

Social Milieus and the Graves Model (2011)

Wikipedia defines Social Milieu as the social conditions such as norms, laws, economic and political factors to which an individual or group is exposed. What is the relationship of the milieu to the respective subculture from the perspective of the Graves model?

One of the largest studies on value change in America was conducted in 1995 by social researcher Paul Ray. He found three different subcultures in the USA, which he called "Traditionalists", "Modernists" and "Cultural Creatives". Traditionalists value family and religion, are resistant to change and advocate clear values of law and order. Modernists are performance-oriented and want to enjoy financial materialism through good careers. They believe in economic growth, scientific progress, and technological solutions. Cultural Creatives have high educational standards, are interested in personal development and self-realization, and value relationships as well as ecological sustainability.

Ray gave the percentage distribution of these three subcultures in the USA for 1995 as follows: 24% Traditionalists, 47% Modernists, and 29% Cultural Creatives, with the group of Cultural Creatives tending to grow and the group of Traditionalists tending to shrink. For several years, social target group segmentation has been used in marketing, with the so-called Sinus Milieus® (sinus-institute.de) being particularly popular. Sinus Milieus® work relatively similarly to Paul Ray with a three-part value segmentation: Tradition, Modernization, and Reorientation, and combine this with social position (upper class, middle class, lower class). From the publicly available data of the Sinus Institute (download center), the following distribution of these three value segments emerges - approximately - for the countries listed below, although I estimated the following figures from various Sinus Milieus®, i.e., these figures do not come from the Sinus Institute:

The connection to the value development model according to Prof. Clare Graves is quite obvious. Traditionalists have their value center in the lower area of the Graves model, especially at Graves4 and Graves2. Modernists essentially correspond to Graves5 and thus form the value center of Western performance society. The Cultural Creatives striving for reorientation are found in the upper area of the Graves model, at Graves6, Graves7, and Graves8, with the exception of the "hedonistic milieu" (reorientation/lower class), which shows quite strong correlation to Graves3 values. Interesting in this context is also a comparative measurement of a corporate culture, which can be a position determination for future development processes of this company.

Youth Bulge - Graves3 (2011)

The individual development of every human mysteriously passes through the tribal evolutionary development of all humanity.

For example, the human embryo has "gills" and fish-like physiology in its first weeks in the womb, reflecting the evolutionary path of all animal/human life. According to Prof. Clare Graves, a human also psychologically passes through and repeats the value development of all humanity. The Graves1 phase corresponds to the baby period until the first birthday, and the Graves2 phase particularly reflects the toddler phase from 1 to about 3 years. In individual human development, a first Graves3 phase shows in the formation of individual will at the beginning of the so-called defiant phase, which usually begins in the second year of life and lasts until about the fourth year, although times can vary greatly. The awakening self-assertion will then deepens in puberty, which forms the actual Graves3 main phase. A main function of Graves3 puberty also lies in emotional detachment from the Graves2 "tribe" of the original family and in strengthening the "I". The sex hormone testosterone, which is particularly activated in boys during puberty, seems especially connected to the Graves3 level. In a society with youth surplus (youth bulge), this means that strong Graves3 forces are at work in society. Especially in authoritarian societies with strong, often rigid Graves4 structure, this often creates strongly charged conflict potential between generations. Gunnar Heinsohn takes up the term youth bulge coined by Gary Fuller, which describes the disproportionate bulge of the demographic age pyramid in a society. According to Heinsohn, collective violent outbreaks occur when large parts of youth have no prospect of finding an appropriate position in society. Then the conflict potential toward the father state (Graves4 structure state, the older generation) can explosively discharge and lead to revolutions and overthrows. Another trigger for such overthrows is often food scarcity, e.g., through record food prices on the world market partly caused by climate change and higher energy costs. Hunger or threatening hunger triggers reflexes at the Graves1 survival level that can easily connect with Graves3 sparks, since the Graves1 and Graves3 levels are very close to each other. Ideally, the overthrow leads to a new, stable system, with the upper levels (Graves4, Graves5, Graves6, Graves7, ...) reorganizing and youth integrating into appropriate positions in society. That many new impulses are flowing into a rigid, authoritarian Graves3/Graves4 society in the current development in the Arab world can also be seen in the intensive use of the internet and social media (Graves6 + Graves7) by Arab youth. Social media massively strengthen the Graves6 and Graves7 levels of a society. If the current development proceeds positively, this will be a new development phase for the entire Arab world, which is certainly globally very welcome.

Cohesion and Freedom in the Graves Model (2011)

In the Graves model, the group-oriented value levels 2,4,6,8 form the cohesion of a society or corporate culture, and the individual-oriented value levels 1,3,5,7 form the degree of freedom of the individual within this society or corporate culture.

The most elementary form of cohesion is Graves2 tribal belonging, e.g., "I am a Berliner, I am a Carinthian, I am an IBM'er, etc." At the Graves4 level, cohesion is intensified through strong organizational structures, such as clear laws and fair rules of coexistence. Here the individual contributes their strength (Graves3) to the whole. They integrate into the hierarchy of the state or company leadership and accept its legislative authority. At the humanistic Graves6 level, cohesion is essentially formed through good relationship quality, social networking, and the resulting harmonious group-we feeling.

Each variant of this cohesion requires a certain form of expression of freedom so that the degree of freedom and scope of action of the individual increases again. At the Graves3 level, humans free themselves with their elbows from the tight bonds of tribal belonging, comparable to the Sturm und Drang phase of an adolescent. If this transition succeeds, an individual with basic ego strength forms. At the Graves5 level, the individual achieves success and prosperity through intelligent action and thus financial freedom. At the Graves7 level, the individual gains independence from the subtle group pressure of the Graves6 we-level. Through this mental freedom, the individual can learn to develop further and realize themselves. So much for theory. Let's now look - for current reasons - at the transition from a dictatorial-authoritarian system to a market-economy-lived democracy. In a dictatorial-authoritarian system, the power-oriented Graves3 "cowboy" level is the strongest value level. The second strongest level is either Graves2 tribal belonging or an unhealthy Graves4 level that is functionalized to establish public order. Through these Graves2 and Graves4 levels, a dictatorial-authoritarian system is held together. The degree of freedom of the dictator clan and its power apparatus is maximum, and the degree of freedom of the people is minimal. A dictatorial-authoritarian system is revolutionarily broken when the Graves3 force of the people explodes. A society with youth surplus (youth bulge) has strong Graves3 forces. When well over half the population is under 25 years old, this Graves3 force can only be channeled through broad economic growth. Economic growth, i.e., a strong Graves5 level, can only be built on the rule of law of a strong and healthy Graves4 level. Due to the rigidity of the dictatorial-authoritarian system, one cannot give the mass of young people an attractive future. With the Graves6 level, young people find a new form of cohesion in the form of group-we feeling, social networks and social media. Thus Facebook, Twitter & Co are not the cause, but the necessary catalyst for a revolution through which dictatorial rulers are driven out and their power apparatus dissolved. After a revolution, the greatest challenge lies in building:

• Law and order, i.e., rule of law (healthy Graves4 level)
• Economic growth (healthy Graves5 level)
• Equal rights, democratization and social security systems (healthy Graves6 level)

Of course, the cultural maturity level of the respective culture must be considered, which determines the possibilities or defines where new territory lies or where cultural experiences can be built upon.

What we see at the state level can easily be transferred to the corporate culture level using the Graves model. Companies with pronounced authoritarian structures have difficulties in the increasingly dynamic global economy. Especially large, internationally operating systems need a healthy corporate culture where cohesion and freedom are well developed at all levels. The interplay of Graves5,6,7 levels makes a company a learning organization and thereby creates the necessary flexibility and future viability.

Millennials & Social Media (2010)

Despite all criticism, social networks are on the rise. One can already suspect today that the Web 3.0 of the future could be one big social network.

The world's largest social network is currently Facebook. This is currently getting extra publicity through the watchable cinema film "The Social Network", which fictionally processes the origin story of Facebook. In the field of social media, there is currently a lot of social dynamic, especially among the younger generation. From the perspective of the Graves model, the trend toward a Social Net corresponds to a strengthening of the Graves6 level. The Graves6 level is generally about human feelings, openness, authenticity, and relationship quality. Central values of the Graves6 level include team focus, collegiality, reduction of hierarchies, harmony, empathy, equality, understanding for others, peace & love, consensus, group-we feeling, getting everyone's approval, among others. The Graves6 level is the central connection interface between the Graves levels of the first octave (Graves1-Graves6) and the levels of the 2nd octave (Graves7, Graves8, ...). For future challenges such as energy security as a foundation of prosperity or climate change, the know-how of the 2nd Graves octave is needed. The catalyst function of Graves6/Social Net can ideally help achieve completely new forms of self-organization to more strongly integrate the Graves levels of the 2nd octave into society.

Farmer and Hunter Analysis (2009)

A pragmatic classification of sales positions with the Graves model (according to Prof. Clare Graves) is the division into Farmer position and Hunter position, which are defined as follows:

Farmer (Inside Sales and Existing Customers)

The Farmer's tasks consist primarily of expanding existing customer relationships. They rely more on personal relationships, maintain contact with their contacts, and profile themselves in the customer base with innovative problem solutions and value generation through their products or services. Therefore, they need good internal support, e.g., sales support from pre-sales consultants, technical support for product topics, or a back office for administrative things. In new customer business, Farmers are often not effective; with cold calls, they tend to be emotionally blocked. That's where the Hunter is needed.

How to recognize Farmers in motivation analysis:

• Meta-programs: External, people orientation. More Away-From than Hunter, more Detail than Hunter, somewhat more reflective than the Hunter
• Graves2 motivators: Feeling belonging, identifying with product and company, and having job security
• Graves4 motivators: Farmers need honesty and handshake quality. They show the customer that quick money is not important to them, but rather sense of responsibility, quality thinking, and service orientation.
• Graves5 motivators (Both Hunter and Farmer, See above)
• Graves6 motivators: Farmers are relationship-oriented, can also meet customers emotionally and talk about personal topics. They build long-term partnerships with customers. Farmers are often also good at networking and can thus also generate new customer business.

Hunter (New Customers)

Good Hunters are like "Cowboys". They love risk, freedom, and adventure. Their primary task lies in generating new customers. They have high frustration tolerance. Hunters enjoy the small, invigorating adrenaline rush of cold calling that gets them going. Their focus is on success, prey, assertiveness, and drive. In the existing customer circle, however, they can cause damage if they pursue follow-up business with a lot of assertiveness. This is where the relationship-oriented Farmer is needed.

How to recognize Hunters in motivation analysis:

• Meta-programs: More Internal than External, Strong: Toward, Proactive, pure process orientation (in contrast to people orientation of the Farmer).
• Graves3 motivators: Hunters need assertiveness, even when working in sophisticated solution sales. How well can a salesperson assert themselves in a fiercely competitive market environment? How powerfully is it signaled to the customer that a solution will be found? Hunters are proactively hunting, take initiative, and want to "capture" new customers.
• Graves5 motivators (Both Hunter and Farmer): Salespeople have a strongly developed Graves5 value system: Success, prosperity, expansion, financial freedom, desire for career and pragmatism in implementation are strong motivators. Performance will and entrepreneurial thinking are strongly developed. The Graves5 value level is the most important motivation for salespeople.

Every salesperson can simultaneously have Farmer and Hunter qualities!

Sales in Difficult Times

In economic downturns and economic crises, sales becomes extremely important. Long-established customer-supplier relationships are reshuffled. If sales is very effectively organized in a company, market share can even grow. If sales is not effectively positioned, revenue can massively decline when established paths no longer lead to success. Even when little personnel is hired in crisis times, sales should have absolute priority here, with Hunters especially in demand. Therefore, it's extremely important that sales managers stay motivated in difficult times and master current challenges. Leading a sales team also means restructuring the sales team and motivating one's own salespeople. Hunters: Need the prospect and possibility of becoming wealthy. They want to show their prey and receive wealth (Graves5), respect (Graves3), and recognition (Graves3) through success-oriented bonuses. They want to be seen as strong and powerful and show their status outwardly. If a Hunter sees the possibility of doubling the number of "captured prey" and profiting from this success, they will show 150% performance and commitment. Farmers: Need a field of operation where they can build long-term, human relationships (Graves6). Ideally, they shouldn't have so much pressure work but should be able to take time to solve customer problems and live honesty and handshake quality (Graves4). Farmers also need more security and an environment where they can perhaps also contribute creatively.

Even without Farmer-Hunter analysis, sales managers can better understand their team if they take time to talk with their employees. The most important question to investigate Graves motivators are questions about values:

• "What is really important to you in your work?"
• "What is really important to you regarding our cooperation?"
• "What do you think are your central motivators? What motivates you?"

In a short conversation, it quickly becomes clear whether the respective sales employee has more Farmer or more Hunter motivators:

• Hunter can be recognized by Graves5 and Graves3 values such as: Strength, honor and recognition, being respected, desire for status advancement, getting respect, power, leadership claim, being a winner, avoiding shame & loser image, independence, autonomy, success, acquiring wealth, bonuses, performance-based pay, having challenges, being able to make career, "being the best", having financial freedom
• Farmer can be recognized by group-oriented Graves2, Graves4, and Graves6 values: Feeling belonging, identifying with product, honesty, handshake quality, job security, justice, accuracy, thoroughness, discipline, reliable framework conditions, stability, clarity and clear agreements, getting feedback from supervisor, good work climate and team spirit, being able to live good and human relationships with colleagues and customers, networking

Using employees correctly increases effectiveness, employee satisfaction, and productivity. With an effectively positioned sales team, the challenge of a crisis market environment can be mastered.

Farmer-Hunter Analysis

A Farmer-Hunter analysis can clarify in the first step which salespeople in the team have more Farmer and which have more Hunter qualities. Each salesperson receives feedback for themselves regarding their value motivators. Based on this actual analysis, a strategic workshop for repositioning the sales team can also follow. Sales managers can directly convert the information about who in their team has Farmer or Hunter potential into value creation by using and motivating their individual salespeople more individually and effectively. A Farmer-Hunter analysis essentially consists of a web-based esc Potential Analysis SALES.

For more information, please send us an email at: ralph.koebler@escprofile.com

Excursus: The Self in the Graves Model (2010)

The Graves model describes a pendulum movement between "I"-oriented and "We"-oriented value systems. A phase where the individual is central is followed by one where the collective is more important.

Graves 1 (Beige): The "I" is focused on pure survival.

Graves 2 (Purple): The "We" of the tribe offers protection and security.

Graves 3 (Red): The egocentric "I" breaks out of the tribe and fights for power.

Graves 4 (Blue): The "We" of a higher order (state, church) creates rules and stability.

Graves 5 (Orange): The rational "I" strives for individual success and progress.

Graves 6 (Green): The "We" of community and consensus comes to the forefront again.