Graves values Levels are content free, process oriented constructs that relate as effectively to cultures, subcultures, societies, and nations as they do to individuals. Individuals within a culture or nation can have an array of Levels manifesting. The Level through which an individual or a nation views the world is related to the central issues or problems being faced (Beck, 1999).

Graves’ system consists of eight values Levels. It is important to understand that he identified these as modes of behavior, not types of people. Graves’ point of view was that humans operate out of these different Levels as a response to the challenges and problems they face in their everyday life. Both individuals and systems evolve through these values Levels. Certain patterns emerge as the system of eight Levels is critically reviewed. Levels 1, 3, 5, and 7 are dominantly individual Levels. While in these Levels, people tend to be more concerned with their own needs, and less concerned with the needs of other individuals or groups. Graves referred to these as “expressive” Levels, in the sense that the individual actively pursued his own needs and impulses. Motivation is intrinsic rather than extrinsic. Levels 2, 4, 6, and 8 are group-oriented Levels. Individuals in these Levels tend to put the needs of others and the group ahead of their own personal needs. Motivation is more extrinsic; Graves referred to these as sacrificial Levels in the sense that the individual would sacrifice his own needs in the interest of others or the group. Each new Level makes a wider selection of choices available to the individual or society. Graves believed that most people span two or three levels most of the time. Evolution through the levels is not related to age, and there are individuals at every level who will spend a lifetime wrestling with the challenges of that level. Transition to the next higher level only occurs when the person encounters situations which cannot be dealt with at their current values level.

Graves recognized that a wide range of functionality existed at each Level. Within any Level, an individual or a society could progress to some version of Maslow’s “self actualization.” Thus, Graves’ point of view emerged that there were potentially a variety of ways to move toward self-actualization. Graves believed that individuals and societies grappled with different classes of problems at each level. Each level’s values, beliefs, management structure, behavior patterns, and cognitive expressions were a reflection of the problems and solutions that people at that level were working with. However each level is in some way limited and produces it own set of new problems which cannot be solved at the same level. When a new class of problems emerges, the individual or society must then evolve to the next Level in order to find a new set of solutions (James & Woodsmall, 1992).

GRAVES EMERGENT ETHICAL THEORY PROPOSES

1. That the ethical system of a man or a group of men is a function of the dynamic system triggered by the life circumstances in which that man or that group of men are living.

2. That normally the system of ethical behavior by which a man or a group of men lives changes in an orderly determined manner as broader dynamic systems are triggered by more humanly favorable life circumstances.

3. That there emerges an ethical them a of what is right and what is wrong in behavior which is appropriate to each Level of dynamic emergence.

4.That within each them a certain specific values of right and wrong will be expressed by one man or group of men because of variations in the components of a dynamic system while another man or group of men may accentuate certain other values because of a different arrangement in the dynamic system.

5. That there is a natural driveness in man to proceed from a lower to a higher Level dynamic system and thus a concomitant natural driveness to move from a lower, more humanly restricting, conception of right and wrong to a higher, more humanly freeing conception of right and wrong.

6. That as man moves from a lower to a higher Level of ethical behavior some values by which man judges right from wrong are discarded as no longer appropriate to his changed status; that some of the earlier values are retained intact; that some previous values are modified; and that some new, not previously existing conceptions of right and wrong emerge as each subsequent dynamic system emerges.

7. That the ethical systems by which men live may progress, fixate at an over or underdeveloped; may regress, may become a monstrum in defects or a monstrum in excess. The movement, lack of movement, or abnormalcy of movement is a function of the conditions which effect man’s psychological dynamic system. Fear, for example, as it restricts man’s cognitive field can drive him to living by lower Level ethics.

8. That lower Level dynamics produces a more rigid ethical system thus making it impossible for those living by lower ethics to comprehend the meaning of living by higher Level ethics “(Graves, 1959, p.7)

GRAVES VALUES LEVELS

This section contains detailed information about each of the values Levels. Information is drawn from a variety of sources (see References) and represents the author’s synthesis and interpretation.

VALUES LEVEL 1: SURVIVAL LEVEL

“Express self now for Survival”

According to Graves, there are no major collections of people living at this Level on a regular basis. Graves described this Level as the survival Level in which individuals lived alone, seeking basic survival needs on a day-to-day basis. He likened this to an animalistic, pre-societal stage. Although Graves probably intended his system to be applied only to adults, this might be best represented in the context of individual evolution by infants and small children in Piaget’s sensorimotor stage, dependent upon their care givers for survival resources. For adult examples we may turn to pathological situations which might include street people or scattered survivors after a war or natural disaster.

The prime need for this Level is to attend to immediate physiological needs such as food and shelter in order to stay alive today. Behavior is instinctive and automatic. Social structure is minimal, with groups forming for mating, migration, sharing shelter, or harvesting food from the same area, and then disbanding. There is no lasting tribal structure at this Level, and individuals have little awareness of themselves or others except as objects. Learning is by habituation.

At the lowest end of development at Level 1, individuals may perish because of inability to find survival resources, or may need to be cared for by others at a higher Level. At the highest Level of development, individuals at this Level can become self-sufficient within their familiar surroundings.

The need to give constant attention to survival makes this Level equivalent to Maslow’s first Level. Transition to Level 2 occurs when several individuals have learned to be self-sufficient at day-to-day survival, but discover challenges which one can not handle alone. Temporary banding together may develop into longer relationships for purposes of hunting, defense against predators other groups of people (tribes at Level 2, for example) or for caring for children that a single mother cannot do alone. A more highly evolved Level 1 person may come to recognize that having other people under his control may constitute a survival strategy. At this point, transition to Level 2 can occur.

LEVEL 2: TRIBAL LEVEL

“Sacrifice Self Now for the Tribe, Ancestors, Spirits and the Chief”

At Level 2, we see the emergence of a power structure involving two or more individuals. This Level consists of collections of people living together, with power and authority concentrated into the hands of a very small number, frequently only one or two people. By Level 2, people have begun to observe and systematize observations about their environment and the other organisms around them.

Phenomena are explained by supernatural occurrences and the interventions of spirit beings are believed to be responsible for everyday happenings. Inanimate objects as well as plants and animals are believed to have powers and abilities to affect people and the environment, both benevolently and malevolently. Tribes and tribal members adopt magic, superstition, sacred objects, protective totems, and omens for prediction of future events.

At Level 2, the biggest threat to survival is safety for the group in a threatening world. Warfare with other tribes and natural disasters such as drought, famine, or epidemics are possible threats to the survival of the group. As long as none of these things occur, tribal people have adequate survival skills and cooperation strategies to provide for their basic needs, and develop language, ritual, religion, and tribal customs. Sameness and conformity are necessary for group survival; pursuit of individual interests is counter-productive to tribal interests. Roles and duties are fairly rigid, with each person providing service to the group that adds to survival value of all group members. Roles are determined by kinship, strength, and seniority within both genders.

Management structure at Level 2 typically consists of a Chief, a shaman who interprets omens and conducts healing and ceremonial roles, and in larger tribes possibly a council of elders. Members of the group comply with the dictates of the leaders. There is no collective decision making. Tribal members will not acknowledge authority from anyone else in the tribe or outside the tribe.

At the highest level of development for Level 2, tribes and their members live in harmony with nature. Connection with and respect for earth, nature and other living species typify highly evolved tribes. Domestication of animals begins at this Level. As survival needs are fully met and there is division of labor, specialization in crafts emerges. Creativity can be expressed in dance, art, carving, singing and chanting, games, and music with simple instruments such as drums and wood flutes. The Kevin Kostner film “Dances With Wolves” portrayed an example of tribal people living at an advanced stage within the Level 2 values system.

The use of tribal concepts can be found in a variety of contexts in modern society. Basic military training breaks the trainees back to this Level, then builds them back up to a Level 4 organization. The drill sergeant represents a powerful authority (the Chief) and trainees learn survival skills appropriate to a military context under his direction Training at Level 2 uses rituals, rules, routines, operant conditioning, magic, fantasy, visualization.

Each values Level resonates with two or more of the Myers-Briggs categories. Level 2 individuals are sensor – feeler (SF) types. The sensor category indicates that the individuals are detail oriented, and the feeler category indicates a strong kinesthetic or emotional interpretation of the world.

Individuals begin to transition to Level 3 when they feel pressure to develop their personal authority against the tribal power structure, or to reject the prescribed roles and duties or customs of the tribe to seek another way that offers the possibility of personal expression.

LEVEL 3: EGOCENTRIC LEVEL

“Express Self Now and to Hell With Others”

Level three, the egocentric values level, represents a shift to another expressive system. The individual at Level 3 is tough, bold, strong, and guiltless. He knows no authority other than his own moment-to-moment impulses. At Level 3, the individual believes he can conquer nature and exert his own influence on surroundings and other people. Action movies starring Sylvester Stallone, Arnold Swarzneger, and other “tough guy” characters tell the story of Level 3 behavior.

Level 3 individuals and societies are potentially the most dangerous and destructive of all the Levels. They are antisocial and independent with strong positive self images, high energy and a can-do attitude. They refuse to recognize limits to their self or their situation. 3’s enjoy and seek out intense stimulation both physically and emotionally. Thrill-seeking and risk-taking are attractive to 3’s.

There is a tendency for acting out, and Level 3’s resist restriction and control by others. Their credo is “Dominate/Avoid domination”. Prisons are typically occupied by Level 3 inmates and managed by Level 3 wardens. Control is maintained by physical restraint and threat of bodily harm. Level 3 individual have minimal impulse control, patience, planning, or ability to foresee long range consequences of their actions. They are always on the defensive.

Management or training of Level 3’s must focus on immediate gratification for approved behavior, and immediate punishment for incorrect behavior. In gatherings of Level 3’s, it is “every man for himself” and team activities will not work well unless teams are placed into situations of intense competition involving physical contact and harm. Coaches of athletic teams frequently have to deal with Level 3 individuals, and sports such as football, basketball, soccer, rodeo, rugby, boxing, or wrestling are excellent outlets for Level 3 energy. Level 3’s typically will not be attracted to watch or participate in sports involving aesthetic components such as figure skating, gymnastics, or diving. Level 3’s have intense ego-driven pride, and shame and humiliation in front of their peers are the best means of control apart from physical punishment. 3’s need a powerful, tough teacher, coach, parent, warden, who is not afraid to meet them on their own Level. Operant conditioning is a viable approach to behavior management of 3’s with immediate rewards or punishment. On-the-job training is the best method for education or training. Learning experiences must be hands-on, practical, and have immediate utility to invoke interest in trainees at Level 3. In work situations, 3’s prefer to be paid daily, or on a very frequent schedule. Deferred gratification is not available to 3’s. In modern society (Level 4 and 5), Level 3’s often occupy lower socioeconomic classes, taking menial jobs and transient jobs requiring strength or hard labor. Usually these are low paying and involve risk of physical harm, which often appeals to Level 3’s.

The management structure for Level 3 is an empire or monarchy. There is one supreme authority, the “top dog” in a two-tier dominance hierarchy. Unlike the tribal chieftain at Level 2, the authority figure must use very strong methods to maintain control, as Level 3’s are not as compliant and obedient as Level 2’s are. Level 3’s have begun to think for themselves and will test the limits of authority at any opportunity. The coach, warden, or drill sergeant will not tolerate behavior which is unacceptable. Response to unacceptable behavior is swift and costly, including physical punishment, loss of pay, or isolation. Communication is top down only. People at the same Level typically do not talk to same Level or higher ranked people because horizontal communication may lead to mutiny or rebellion against leader. Other examples of Level 3 include drug rings, pimps and their prostitutes, cults with a powerful charismatic leader, inner city street gangs, criminals, the Mafia, and the gun-toting sheriff in the Old West town, who dealt with the “bad guys” in a physically violent manner.

There is a wide range of expression at Level 3, from ruthless criminals to heroes, willing to risk life and limb. Our society abhors Level 3’s at the lower end of the scale, and canonizes high-Level 3’s who may find a role as protector and defender of those less able to take care of themselves. Action heroes and war heroes are extremely popular in our written and film literature. Like Level 2, Level 3 individuals are typically sensing-feeling on the Myers Briggs scale (SF).

Transition to Level 4 begins as the powerful 3 begins to lose power through aging, defeat, or the progression of previously inferior 3’s into high positions in the dominance hierarchy. Level 3’s depend on “survival of the fittest,” and when mortality becomes an issue, and they are no longer the fittest, new problems arise which cause the emergence of a Level 4 values structure. Consequences of earlier actions may be manifested, and the Level 3 begins to learn that some sort of impulse control can be beneficial. They seek a system where people follow the rules and have the possibility to live in peace and harmony with control and stability.

LEVEL 4: SYSTEMS LEVEL

“Sacrifice Self Now for Salvation (or Attainment) Later”

Level 4 emerges as the second of the sacrificial levels, but instead of sacrificing self for the tribal leader, sacrifice is for the “One True Way.” Others who believe in the same “One True Way” will be seen as allies, and anyone who subscribes to a different way is an outsider or an enemy. Patriotism and group pride are Level 4 values. War is a Level 4 activity.

Level 4 is characterized by stability, conformity, obedience, sacrifice, and hard work. Level 4’s are good and dutiful citizens who work hard for future reward and demonstrate commitment to the One True Way by sacrifice and discipline. Level 4’s begin to look for meaning in life and have a concept of continuing existence after life, such as Heaven or Nirvana as a reward for their hard work and sacrifice and obedience to the rules during life. At Level 4, people tend to participate in numerous group affiliations that reflect the values of Level 4. Clubs, fraternal organizations, team sports, loyalty to one’s school or community, political parties, organized religion, social, service and charitable groups are all examples of Level 4 organizations. Good Level 4’s are always voters

Abilities such as long-range planning, patience, and impulse control are well-developed in Level 4’s. Retirement plans, social security, taxes and tithing are Level 4 concepts. Level 4’s align with their perception of Truth, live according to societal rules and punish those who do not.

Level 4 is characterized by bipolar thinking, such as good/bad, right/wrong, black/white, them/us. Categorization and labeling of people, problems, and processes is a typical Level 4 way of thinking. Level 4’s can easily lose touch with the middle ground and have trouble perceiving the gray zones. Power is acquired by playing the Level 4 games the best, and is awarded on the basis of perceptions of being an exemplary Level 4 participant. (Level 2 power is acquired by gender and age, Level 3 power is acquired by physical prowess.)

The person with positional power makes decisions, often with the input of his constituents. Frequently there is a power hierarchy. The organizational chart of a corporation shows the allocation of power and who holds authority over whom. This is the first Level at which a person can have superiors over him and subordinates under him simultaneously. Effort and time are required to move up through the power Levels, and rising leaders have to wait for those ahead of them to die off or retire. Communication in Level 4 organizations is both downward and horizontal. Participants can communicate with peers as long as everybody stays in their proper places.

Level 4 is the first Level in which the concept of guilt emerges. Group members are made to feel bad, inadequate, or wrong for noncompliance with group rules and norms. Guilt is a common method of control in Level 4 organizations, including families, organized religion, or social groups. Level 4 emphasizes fairness, equity, uniform treatment within the group. These guidelines only apply to group members, and alien groups may be punished, ostracized, discriminated against, or destroyed. Level 4’s see themselves and their group as the “chosen ones” and dealing harshly with non-group members is an approved way to demonstrate the strength of one’s beliefs in a Level 4 organization. Racism, destruction of Native American tribes, Ku Klux Klan, Salem witch trials, Nazi Germany, terrorism, labor unions, military organizations, and wars in the name of religion are all examples of Level 4 group structures and behaviors. These are all examples of zealots and fundamentalists who justify violent acts in the name of the cause. Level 4 groups always need a polarity system to oppose.

Teaching and training in Level 4 systems make use of corporal punishment for wrong answers or noncompliance. Indoctrination is moralistic. Participants believe that they will be rewarded when they complete the process, often in the form of income, a better job, or getting into a better school. Use of guilt and punishment to control students or trainees is standard procedure. The concept of goal setting emerges in Level 4, as group members can see what senior members have obtained or become through hard work, sacrifice, and delayed gratification.

Since Level 4 structures emerge from Level 3 structures there will inevitably be 3’s living in Level 4 societies. Control of Level 3’s by law and order is a consistent theme in Level 4 groups. The 4’s see the 3’s as a threat to their way of life, and the 3’s see the 4’s as potential victims that have material goods for the taking. Since Level 3’s are noncompliant, independent, and not motivated by long-term rewards, there is a natural conflict. 4’s often use 3’s to do their dirty work, including undesirable or dangerous jobs, including lower ranks in the military.

On the Myers – Briggs Type Indicator, Level 4 corresponds to the STJ’s. Sensing indicates that people see the world as a concrete, detail-oriented place, thinking indicates a preference for logic and analysis over feeling and emotion, and judgers tend to be critical, opinionated, and rigid.

The range of evolution at Level 4 is from fundamentalist and fanatical groups who actively seek out opposing groups to destroy, to functional governments and business organizations that allow some representation of participants.

Transition from Level 4 to Level 5 begins when individuals want to resist the long waiting process for success and rewards. The question “Why Wait?” begins to emerge, as people begin to want the good life now rather than later. They bring the values of hard work and material payoff with them to Level 5, but abandon the sacrificial group thinking.

LEVEL 5: ENTREPRENEUR LEVEL

“Express Self Now but Calculatedly for Material Rewards Now.”

Each values Level evolves as a reaction to the value below it. Level 5 emerges as individuals seek to free themselves from rigid and predictable group dynamics in favor of determining their own outcomes and goals. In every Level 4 business or organization, there are discontented people who think they could do a better job than the “establishment”. They understand Level 4 dynamics quite well, and they recognize that group progress is much slower than individual progress. They also know that they live in a Level 4 world of business, economics, and government, and they have seen how Level 4 deals with Level 3’s rebellious and irreverent methods. Those who cannot resist the pull of the idea of taking charge of their own destiny may set out on their own, starting businesses. “Express self now to obtain now but don’t rock the boat” becomes the credo of the emergent Level 5.

Level 5 gives birth to the philosophy of abundance. As an expressive level like Level 3, people at this level are willing to take risks but they also have learned to plan, set goals, and follow rules like the Level 4’s. The overriding goal at Level 5 is to make things better and improve their lifestyle. 5’s want heaven on earth now in the form of affluence and material possessions. For Level 5, if some is good, more is better; he who dies with the most toys wins. However, they know they have to fit in and avoid arousing the ire of the Level 4 establishment, so civic and fraternal organizations, membership in community and religious groups. They may often take leadership roles or run for political office to bring their vision into the Level 4 world through proper channels. At Level 5, vertical mobility is possible through individual achievement, transcending old class structure of the Level 4 system.

Level 5 individuals tend to fall into Type A personality patterns. Time becomes a limited resource as the individual’s goals become a top priority, and the concept of time management becomes important. Level 5’s frequently engage in chameleon-like behavior to achieve goals, trying to fit in with any situation that can help them on their upward climb to success. Typical Level 5 activities include individual sports such as handball, marathons, and especially golf. Level 5’s want to participate rather than observe. The Myers – Briggs category ESTJ portrays the typical business man. Extroverted (E), detail – oriented (S), logical and analytical (T), and well organized, judgmental and opinionated (J) form a picture of the entrepreneurial personality.

The unhealthy end of the Level 5 spectrum involves exploitation of people and resources for profit motive. The healthy expression of Level 5 will invest in self and others for improvement. This is the first level where win-win outcomes are possible.

The Level 5 management system is an active hierarchy. Individuals in a Level 5 system can communicate with people above them for the first time. Decisions are made by the person with delegated authority (not positional authority as in Level 4). Delegation is possible for the first time. Examples of fictitious Level 5 organizations have been portrayed in television series such as Star Trek and Dallas.

Education and trainings at Level 5 will express the love of expensive and up-to-date technology. Level 5 students will be attracted to high-status technology, competition with other students, and expectations that learning will help them in their personal goal fulfillment. They are consumers of books, tapes, and trainings about selling techniques, motivation, goal setting, business success strategies, manipulation and influence over others.

At Level 5, science and technology are the main keys to solving problems. There is an attitude of endless abundance and unchecked greed and consumption even with limited resources. In the late 19^th Century and early 20^th Century, now-famous Level 5 entrepreneurs started new industries in steel, rubber, oil, aeronautics, and automobiles. New inventions such as the sewing machine, electricity and the internal combustion engine launched our society into a new technical and scientific era. A century later, the destruction of the environment, pollution of the earth, water, and atmosphere and signs of exhaustion of natural resources such as oil, forests, and extinction of numerous plant and animal species were the obvious signs of the deleterious effects of Level 5.

For the successful Level 5 who has attained most of his goals, it becomes apparent that there is a high cost associated with destruction of the environment and exploitation of workers in the interest of profit and material success. Level 5 individuals may become disillusioned, and begin to wonder if the cost of attaining material goals is worth it. In many cases they have devoted so much time and energy to pursing their goals that they have lost touch with the human side of life, alienating family members and friends. They experience a sense of emptiness and loneliness. They begin to think “there’s got to be more to life than this.” These stirrings represent the emergence of Level 6.

LEVEL 6: GROUPS AND CAUSES

“Sacrifice Self Now for Self Actualization for Self and Others”

The emergence of strong Level 6 groups in the 1960’s represented a shock to the reigning establishment of Level 4’s and 5’s. Movements related to the environment, women’s rights, animal rights, minority rights, gay and lesbian rights, and many others erupted onto the American scene, seemingly overnight. Protestors spoke their minds against the War in Viet Nam, exploitation of resources, employment policies, and big business. “Make love, not war” represented the blossoming Level 6 values.

Level 6 espouses values such as egalitarianism, humanitarianism and peace. They advocated distribution of wealth to all strata in society, not just the elite upper class Level 4’s and 5’s. A new emphasis on feelings, harmony, and human experience dominated over the material Level. Level 6 proclaimed that the world needs a spiritual community which drives group efforts. Level 6 decision making is aimed at creating win-win solutions to fit the circumstances at hand. Awareness of feelings and emotions, harmony peace and acceptance are important for Level 6. Personal growth and consciousness became the buzz words of the human potential movement and the New Age. Whereas Level 5 devoted time and attention to concrete material goals, Level 6 developed goals that were abstract, subjective and intangible, such as peace, equity, freedom and love.

Level 6 individuals and groups can be overly permissive and out of touch with harsher realities of life. They oppose capital punishment, corporal punishment in schools, all forms of discrimination and the structured rule-orientation of the old Level 4 and 5 institutions including organized religion and mainstream medicine. Support groups, encounter groups, meditation groups, and spirituality groups emerged as people came together to heal their wounded souls from the ravages of Levels 4 and 5. Interest in many Level 2 activities reemerged, and traditional rituals and medical systems of China, India, and Native American tribes were resurrected from obscurity and brought to light in the emerging New Age and alternative medicine movements.

Level 6’s can be extroverted, intuitor, feeling, judgers (ENFJ) or extroverted, intuitor, feeling, perceivers (ENFP) in the Myers Briggs categories. The judging type tends to want to convert others to his point of view with evangelical fervor; the perceiver variety adopts a very tolerant relaxed “live and let live” attitude

Level 6 organizations adopted consensus decision making and employee ownership in business. Communication occurs in all directions, and in the 1980’s numerous small and large corporations attempted to flatten the organizational charts to create consensus decisions and team approaches in the workplace. Communication became a highly valued activity, and Level 5 technology such as answering machines, cellular phones, and electronic mail supports the 6’s passion for frequent communication. Many of the Level 6 organizations didn’t make it because consensus decision making took too long. Too much concern for group bonding and maintenance shifted energy away from business goals and toward personal affiliation dynamics. Level 6 organizations found they couldn’t keep up with competition of the Level 4 and Level 5 companies.

Training involving Level 6 participants must provide time for exploring their feelings, touch, and interpersonal interaction. Group activities and experiential learning appeal to Level 6’s. They like to learn from each other, extend their network of associates, establish bonds and profit from each others’ wisdom.

Level 6 individuals attack those that don’t share the same dream and often feel the need to convert others to their way of thinking. Whereas Levels 2 and 4 demonstrate active control, at Level 6 there is covert control and manipulation and 6’s hold strong opinions on a variety of issues. Level 6’s are well-meaning, but often not very effective. They are so concerned about everybody’s feelings that nothing ever gets done, and there is little development of new expertise. Dawning awareness of their failure to transform the world provides the catalyst to transition to the next Level.

LEVEL 7: EXISTENTIAL LEVEL

“Express Self Now, but Not at the Expense of Others or the World, so that Life May Continue.”

According to Graves, a second cycle starts here, in which each level reflects the values of the corresponding level in the first cycle, but in a different realm. For example, Level 1 was about physical survival. A person moves from Level 6 to Level 7 in a search for survival, but not in the physical realm this time. Individual survival in the emotional and mental realm becomes a dominant need at Level 7. Having moved through all the lower Levels, and recognizing the disfunctional natures of people and groups at all the previous levels, this individual seeks a way of being and responding that produces results. He is tired of being self-absorbed and trying to solve the same problems in different guises. Individuals at Level 7 can adopt any of the lower levels as necessary, and as 7’s begin to accept themselves, they also learn to accept other people at whatever level they are. 7’s begin to develop true wisdom, flexibility, and ability to go with the flow. They begin to realize that long-term survival of the planet depends on wisdom, not on a powerful system from Level 4, advancing technology from Level 5 or touchy-feely group synergy from Level 6.

Uncertainty and complexity are handled well at Level 7, and functionality is critically important to 7’s. They recognize the need to behave appropriately and contextually, while appreciating one’s unique abilities or limitations. 7’s feel the need to withdraw from group activities and become individualistic. They are not impressed with status or materialism but are influenced by knowledge and believe information is a key to solving problems. They think systemically and holistically, are the least egotistical of any of the groups to this point, and become concerned more with competency than appearances. Withholding information from 7’s is a big problem for them. They tend to think politics and social games are dysfunctional and usually don’t participate in them. 7’s usually don’t vote, don’t go to therapy, don’t join groups and clubs, and prefer to work alone or in small groups of like-minded individuals. They often feel misunderstood and think it is “lonely at the top”. At Level 7, people value diversity and respect other types of people, cultures, etc. 7’s naturally look at the “big picture” and long term consequences. They become irritated and frustrated with the rigid thinking of the 4’s and the lack of regard for nature of the 5’s They may feel uncomfortable with the pointless hugging and emotional expressions of the 6’s and crave deeper interpersonal connections.

Management at Level 7 is a matrix. The most competent person is in charge and makes decisions. Management serves mainly a supportive function for project-centered activity. Communication is only as needed. 7’s hate unnecessary meetings and phone calls. They prefer to work alone or in small groups with each participant having a unique essential role.

Training for 7’s involves giving them lots of information and they compulsively seek out information. They can learn by themselves from books, people, models, or the internet.

On the Myers- Briggs scale, 7’s are introverted, intuitive thinkers (INT).

Transition to Level 8 begins when the 7 begins to realize that independence is a heavy burden. Just as the Level 1’s naturally gravitated toward the formation of lasting associations, Level 7’s crave personal contact also. Seeking out others with similar consciousness becomes a holy grail for 7’s, and they realize they are only a part of a larger whole.

LEVEL 8: GLOBAL CONSCIOUSNESS & PLANETARY SURVIVAL

“Sacrifice Self and Others as May Be Required for Global Survival”

Large numbers of individuals at Level 8 have begun to emerge since approximately 1975. This Level recapitulates Level 2, and the individual begins to realize that physics and metaphysics are the same. He understands that he can draw from the best of all the previous levels without the worst. There is a re-emergence of interest in shamanism, mysticism, and the non-physical world. Energetic healing and communication with spirits become commonplace at this Level.

Level 8’s realize that the dangerous aspects of the lower levels, especially the more dysfunctional aspects Levels 2, 3, 4 and 5 represent a threat to the survival of the planet and its inhabitants through threats such as AIDS, nuclear war, destruction of the environment, terrorism, and so forth. For Level 8, it is acceptable to eliminate 3’s and 4’s as dangerous, and will deal with these types at their own level. In the home and community, this translates as “tough love.” 8’s recognize the need to work with a global consciousness as well as more local realms of home, community, and nation. 8’s are transcendent of group identity, functioning “in” groups but not “of” them. Meaning and reason merge; 8’s embark upon a deeper search for causality of phenomena they are obsessed with including exploration of consciousness and awareness of simultaneous levels of consciousness. Level 8 feels identity with the concept of “as above, so below” recognizing the microcosm is an example of the macrocosm. Spiritual connection combines with technology, communication, and data to protect the earth.

At this Level, individuals can operate at Levels of abstraction or detail, representing both sensing (S) and intuitive (N) skills in the Myers – Briggs format.

To individuals at Levels 4 and 5, this person may appear to be a “space cadet” or an “air head”. Family members and peers may perceive that the new Level 8 person has regressed to a foolish involvement with superstition, magic, and ritual.