Clare Graves Values Levels Leading Change
Clare Graves’ Values Levels – Leading Change
In the 1970’s Graves proposed that people, countries and organisations could be at different values levels. This work has been developed over the years. There is not necessarily one better value some may be more appropriate in different environments.
Values Level 1
This is about survival, the person on the street. Here people lived in small families just surviving. Their neurology has not developed sufficiently to do anything else.
Values Level 2
‘Self sacrifice to the way of your elders’ (Chris Cowan and Natasha Todorowich, in James 2008)
No separation between subject and object, magical beliefs and superstition. Rituals, rites, (even footballers wear lucky socks). Tribally centred. Respect our ways, that’s the way it is.
Values Level 3
Focus is on the individual. Total control for his personal survival and gain. He may become the tribal leader. Mafia Don, Rambo character. Raw force useful in times of war. Conquered the empire. Beats all others to the ground or at least goes down in glory. Will respect other more powerful level 3’s. Wild west.
Values Level 4
The values level three can’t go on fighting and realises there is more to life. The theme for level 4 is self-sacrifice now in order to receive later. Law and order replace chaos. The level 3 may become the Sherriff.
Level 4 is about the rulebook, the church, organised religion. The state. The state can now kill or go to war within the law.
Many organisations operate or operated at level 4; Job for life, pension, know your place and get a gold watch. Loyalty is rewarded, duty, life is predictable and secure There are ‘proper ways of doing things’.
We can see level 4 being required in traffic laws and for personal safety. In organisations it has very much a ‘management’ feel to it rather than ‘transformational leadership.’ Many public and to a degree private sector organisations operate at level 4 with some level 5. The thinking and behaviour at level 4 is for the group. Control is the order, follow the rulebook. For many people who want independence this can become frustrating, their thinking becomes level five but they have not taken action yet to develop their neurology.
When you start coaching at level 4 they can transcend to level 5, they will start to ‘get organised’ e.g. students spending ages starting an assignment or newly self employed people building their own website (a little less conversation) Preparing hand-outs. As a coach do not let them waste time. Needs to let go of guilt, anxiety and fear. Needs tasking in small steps.
Values Level 5
Express self for what self desires but not at the expense of others like level 3. Can be self centred and insensitive. Believes that things can change and we can influence it. Jerry Maguire “Show me the money.” “I want the gold watch now!”
Designer watches and suits, they want to find out about themselves, Myers Briggs etc, an entrepreneurial attitude.
The thing about all these values is that people can think at a certain vales level e.g. level 5 but have not developed the neurology to operate within a new environment which holds them back. True level 5, may be employed or self-employed and will want for self. Many people finding about NLP are values five thinking or six thinking and want to move to level 7.
In coaching level five they will not have many negative emotions but will have a fear of poverty and limiting beliefs so creating your future® coaching techniques are essential. A level 5 may appear to be level 6 in caring about the environment. A good level 5 will identify a market to sell products to level 6.
Values Level 6
Level five is looking for more from life and looks outside themselves. Human rights, sharing, love, community. Concern for others. Some unwillingness to change things. Criticizes criticism but can be judgemental. Finds it difficult to take action. Enjoys meditation. Will love reiki and hypnosis, it may even have helped level 5 to move through to six thinking. The 1960’s (love not war) saw a lot of people move to level 6 but then they went back to level five to earn a living. Coaching level 6 into level seven requires release of negative emotions; sadness, depression, loneliness, powerlessness and being judgmental. Lots of reframes about Jung’s shadow and perception is projection.
Values Level 7
Cares for self but never at the expense of others and in a manner that all life will profit. They are good at handling complex issues. Very pragmatic, functional and effective. They can achieve a lot in a short space of time.
They will take action on concerns for others or the planet.
They represent 1% of the population. They are trustworthy, open and honest. They are unlikely to dwell on negative thinking for long. They show flexibility in a stressful environment (because their neurology is developed to handle it)
“What’s best for me may not be best for her or them. My way does not have to be your, nor yours to be mine, yet I have strong convictions about what is my way, but never such about yours” (Chris Cowan in James 2008)
If uncomfortable in an organisation they will try to change it from a win-win practical solution. If this does not work they will leave. It is unlikely you will need to coach at level 7, you will be more likely to coach a five or six with level 7 thinking but not level 7 neurology.
Remember people can be at several different levels in their neurology and their thinking. In tests they will operate at level four and five with level six thinking. Or operate at level five with level six and seven thinking. People go back to neurology level when environment is stressful.
And finally remember when you are coaching the coachee is responsible for change. Tasking and action are vital. They will easily recoup their investment if they achieve their goals. In organisations setting goals and tasks before your coaching will ensure commitment.
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