{"id":6433,"date":"2019-09-19T09:15:06","date_gmt":"2019-09-19T07:15:06","guid":{"rendered":"https:\/\/doublehealix.com\/the-double-healix-model\/"},"modified":"2024-08-23T13:33:22","modified_gmt":"2024-08-23T11:33:22","slug":"the-double-healix-model","status":"publish","type":"page","link":"https:\/\/doublehealix.com\/en\/the-double-healix-model\/","title":{"rendered":"The Double Healix model"},"content":{"rendered":"
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The Double Healix model for leadership and development<\/h1>\n\r\n\t\t<\/div>\r\n\t<\/div>\r\n\r\n\t
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Double Healix organises trainings and online courses to support people and organisations with questions on leadership, personal development, team collaboration, and organisational leadership. It also conducts trainings and courses about parenting and the societal transition towards sustainability. All our work is based on the Double Healix framework on human development. This framework offers a unique and integral vision for the development of personal and formal leadership. On this page we like to give you a small insight into the framework. Double Healix illustrates her vision and deepens the learning experience through inspiring\u00a0 clips from movies and documentaries. The combination of the Double Healix framework and the MovieLearning method is experienced by many as very effective and entertaining.<\/p>\n\r\n\t\t<\/div>\r\n\t<\/div>\r\n<\/div><\/div><\/div>

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Double Healix framework<\/span><\/h4>\n

The Double Healix model for leadership and human development has three important components: phases, levels, and tension fields.<\/span><\/p>\n

The phases<\/em> in the Double Healix model offer leaders a universal process description, for their personal development as well as the development of teams and organisations. The phases are based on narrative psychology and Joseph Campbell\u2019s research into the universal story structure.<\/span><\/p>\n

The levels<\/em> represent a growing complexity in our consciousness, from the basic needs of young children to the development of a vision as a leader, with societal impact. Each level is significant to your development as a leader. The Double Healix levels are related to Spiral Dynamics, the Integral Theory of Ken Wilber, and many older conceptions, like the chakras.<\/span><\/p>\n

The tension fields<\/em> form the third component of the Double Healix Model. Taking initiative versus waiting, going for short-term success versus letting long-term values guide you, etc. Strengths manifest themselves in the shape of opposites, in a tension field. The challenge for leaders is to recognise these tension fields, make the right choices, and if possible, reconcile these opposing values with each other.<\/span><\/p>\n

The three Double Healix components provide us with an integral approach to leadership as an art. Below, the phases, levels, and tension fields will be described briefly. Each time, we will indicate what it means in terms of leadership, teams, and organisations.<\/span><\/p>\n\r\n\t\t<\/div>\r\n\t<\/div>\r\n<\/div><\/div><\/div><\/div><\/div><\/section>

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\n\t<\/i>\n<\/div><\/div><\/div><strong>1. Prologue: \u2018Something is brewing beneath the surface of daily life\u2019<\/strong><\/p>\n<p><em><br \/>\nThe Prologue in the Hero(ine)’s journey<\/em><br \/>\nIn this phase the protagonist of the story subconsciously prepares for adventure. We get to know the protagonist from the perspective of their personal history, and we receive subtle hints about the direction of the journey that is about to unfold. They are searching, looking for their destiny (and maybe their destiny is looking for them..).<\/p>\n<p><em>Prologue in team development<\/em><br \/>\n\u2022 Forming a team.<br \/>\n\u2022 Discovering mutual affinities and connections.<br \/>\n\u2022 Facilitating preconditions for cooperation, especially for initial trust in each other.<br \/>\n\u2022 Balancing between space for intuition and making plans.<br \/>\n\u2022 The whole gamut of experience, talents, and ambitions dormant in the team.<\/p>\n<p><em>Prologue in organisational development<\/em><br \/>\n\u2022 Experiencing a limiting status quo. Chaos bubbling below the surface.<br \/>\n\u2022 Need for change begins to manifest itself in a small proportion of the organisation. At this point the direction is not yet known.<br \/>\n\u2022 Knowledge of previous organisational cycles helps to predict what is to come.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>2. Call to Adventure: \u2018Things need to change, I have to take action\u2019<br \/>\n<\/b><span style='font-weight: 400;'><br \/>\n<\/span><em>Call to Adventure in the hero(ine)\u2019s journey<\/em><br \/>\nIn this phase the protagonist crosses the threshold to action. They get an impulse; from within, or from the outside world, which unmistakably calls for change. It is the first point of no return in the journey. Life will never be the same…<\/p>\n<p><em><br \/>\nThe Call to Adventure in team development<\/em><br \/>\n\u2022 Storming: mutual competition for territory, influence, and roles.<br \/>\n\u2022 Determining the why of the team.<br \/>\n\u2022 Setting the tone, challenging each other, entrepreneurship.<br \/>\n\u2022 Testing the leadership.<\/p>\n<p><em>The Call to Adventure in organisational development<\/em><br \/>\n\u2022 Call for change by a clear cause or event from outside or from within the organisation.<br \/>\n\u2022 Initiative still lies with a small group in the organisation.<br \/>\n\u2022 Society is demanding better, sustainable solutions.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>3. Resistance to Change: \u2018Wanting to stay in the comfort zone while building up strength\u2019<\/b><span style='font-weight: 400;'><br \/>\n<\/span><span style='font-weight: 400;'><br \/>\n<em>Resistance to Change in the hero(ine)\u2019s journey<\/em><br \/>\nThis phase is the natural process that occurs any time a call for change is heard. If that call came from the protagonist themselves, they often meet resistance from the community (\u201cYou will never succeed\u201d). On the other hand, when the call came from that community, the protagonist is often inclined to resist (\u201cOh no, I am not the right person for the job\u201d). In either case, they build up physical and mental strength to be able to continue the journey. We call it resistance to the resistance.<\/span><\/p>\n<p><em><br \/>\nResistance to Change in team development<\/em><br \/>\n\u2022 Norming: stabilising work routines to build up resilience and enable continued collaboration.<br \/>\n\u2022 Establishing team standards together. Creating synergy and cohesion.<br \/>\n\u2022 Developing a positive team culture.<br \/>\n\u2022 Gradually including into the comfort zone the discomfort of change.<\/p>\n<p><em>Resistance to Change in organisational development<\/em><br \/>\n\u2022 Organisational resistance to change from outside the small club of willing change agents.<br \/>\n\u2022 Societal resistance to new products, services, or reorganisation.<br \/>\n\u2022 Recognising and positively labelling the resistance. Involving first followers in the change club.<br \/>\n\u2022 Working towards success through preparing blitz scaling.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>4. The Mentor: \u2018There is a multitude of possibilities!\u2019<\/b><span style='font-weight: 400;'><br \/>\n<\/span><span style='font-weight: 400;'><br \/>\n<em>The Mentor in the hero(ine)\u2019s journey<\/em><br \/>\nThe protagonist gains a new perspective on reality and themselves. This prepares and motivates them for the rest of the journey. Usually, this happens via a mentor who gives the protagonist new insights, teaches them new skills and supplies a mask and tricks to prepare for the test ahead. Sometimes, there is no external mentor and the protagonist gains new insights by themselves.<\/span><\/p>\n<p><em><br \/>\nThe Mentor in team development<\/em><br \/>\n\u2022 Informing: cleaning up communication lines, promoting feedback and learning from one another.<br \/>\n\u2022 Experimenting and brainstorming.<br \/>\n\u2022 Valuing creativity.<br \/>\n\u2022 Crystallising different roles and tasks.<\/p>\n<p><em>The Mentor in organisational development<\/em><br \/>\n\u2022 Creating a learning environment.<br \/>\n\u2022 Pushing past resistance by showing innovative and attractive new perspectives for the organisation.<br \/>\n\u2022 Experimenting with new products, goals, and strategies.<br \/>\n\u2022 Getting better at segmenting and differentiating the market.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>5. Selection Threshold: \u2018Show them what you can\u2019<\/b><\/p>\n<p><span style='font-weight: 400;'><br \/>\n<\/span><em>The Selection Threshold in the hero(ine)’s journey<\/em><br \/>\nThe protagonist now goes through a series of tests that determine whether enough has been learned in the previous phase. These tests are often presided over by a so-called Guardian of the Threshold \u2013 a representative of the ruling order who decides whether the protagonist can enter the \u2018new world\u2019 or not.<\/p>\n<p><em>The Selection Threshold in team development<\/em><br \/>\n\u2022 Performing.<br \/>\n\u2022 <span class='Apple-converted-space'>Concretisation: determining priorities, deadlines and KPIs.<br \/>\n\u2022 Stimulating result orientation.<br \/>\n\u2022 Acting top-down, if necessary.<\/span><\/p>\n<p><em>The Selection Threshold in organisational development<\/em><br \/>\n\u2022 Determining clear ambitions and goals.<br \/>\n\u2022 Stimulating a culture of result-orientation.<br \/>\n\u2022 Reinforcing vertical alignment and hierarchy, if necessary.<br \/>\n\u2022 Vertical roll-out, cascading the company strategy.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><span style='font-weight: 400;'><b>6. Star for a Day: \u2018Celebrating success\u2019<\/b><\/span><\/p>\n<p><em><br \/>\nThe Star for a Day in the hero(ine)\u2019s journey<\/em><br \/>\nOnce the protagonist has successfully passed the tests of the Selection Threshold, they can bask in the glory of success, enjoying the attention and recognition. This phase brings empowerment and self-confidence. Enjoy your applause and your fifteen minutes of fame, but be sure to take a bow.<\/p>\n<p><em>The Star for a Day in team development<\/em><br \/>\n\u2022 Celebrating the first successes of the team.<br \/>\n\u2022 Putting the team on the map.<br \/>\n\u2022 Using the experience of success to empower team members.<\/p>\n<p><em>The Star for a Day in organisational development<\/em><br \/>\n\u2022 Picking low-hanging fruit, gaining quick wins.<br \/>\n\u2022 Celebrating initial successes as a collective result.<br \/>\n\u2022 Working on a \u2018lovemark\u2019 through branding.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>7. Grounding: \u2018Both feet on the ground, the real challenges are still to come\u2019<\/b><\/p>\n<p><em><br \/>\nGrounding in the hero(ine)’s journey<\/em><br \/>\nAfter the euphoria of the first big success, it is important to quickly get both feet back on the ground. The fruits of fame must be used as fuel for the hard times to come. The protagonist now embarks upon a journey inwards and develops deeper self-knowledge. Their ego is put on a leash. Often in this stage, the protagonist meets another kind of mentor, with wisdom on ripening, rhythms, household, bookkeeping, emotions, commitment and deepening relationships.<\/p>\n<p><em>Grounding in team development<\/em><br \/>\n\u2022 Formalising. The first successes are translated into procedures and standardisation.<br \/>\n\u2022 Progress checks and filing take place.<br \/>\n\u2022 Bureaucratisation lurks in the shadows.<br \/>\n\u2022 The team prepares for a crisis with the \u2018what if?\u2019 question.<br \/>\n\u2022 Team members commit themselves to keep going, and address each other when agreements are not met.<\/p>\n<p><em>Grounding in organisational development<\/em><br \/>\n\u2022 Roadblocks for further change are removed, fellow workers commit themselves to the agreed upon procedures and desired change.<br \/>\n\u2022 Change is not only about success, the most important part is surviving the inevitable crises.<br \/>\n\u2022 Promoting self discipline and conscientiousness.<br \/>\n\u2022 After the first success, good governance, compliance, and planning are key.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>8. Reversal of Fortune: \u2018It is not going well, control has been lost\u2019<\/b><\/p>\n<p><em><br \/>\nReversal of Fortune in the hero(ine)’s journey<\/em><br \/>\nFate strikes and circumstances become highly unfortunate. The protagonist loses initiative and becomes powerless. The actions that were initiated in the second phase of the journey now return to the protagonist like a boomerang. It opens up their vulnerability, but also their empathy.<\/p>\n<p><em>Reversal of Fortune in team development<\/em><br \/>\n\u2022 Blown Away: the team experiences extreme setbacks, often through external developments, but also through their own vulnerabilities. The results are disappointing.<br \/>\n\u2022 A crisis emerges.<br \/>\n\u2022 The team leader creates equilibrium with an open, equal, and empathetic attitude.<br \/>\n\u2022 Team members look to each other in togetherness and solidarity.<br \/>\n\u2022 Now, the team can only wait and see.<\/p>\n<p><em>Reversal of Fortune in organisational development<\/em><br \/>\n\u2022 The direction is lost, the change process is adrift.<br \/>\n\u2022 It opens the eyes to the surroundings.<br \/>\n\u2022 There is doubt as to whether the old ways weren\u2019t better and there is discussion whether the change process should be continued or not.<br \/>\n\u2022 Cooperation and solidarity is pursued.<br \/>\n\u2022 The organisation looks for strategic alliances.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>9. The Dagger: \u2018Going deep, to pain and insight\u2019<\/b><\/p>\n<p><em><br \/>\nThe Dagger in the hero(ine)’s journey<\/em><br \/>\nIn this phase, the protagonist reaches their moment of deepest despair and gains insight into the hidden and darker sides of human nature, and of themselves. In the mythic journey this can also be the price they snatch from the dragon. This phase is sometimes called \u2018the dark night of the soul\u2019, because it symbolises despair, betrayal or theft.<\/p>\n<p><em>The Dagger in team development<\/em><br \/>\n\u2022 Mourning: The crisis deepens.<br \/>\n\u2022 Only sharp analyses, painful insights and difficult decisions can help the team through this crisis.<br \/>\n\u2022 The team leader creates an optimal sense of urgency.<br \/>\n\u2022 Some projects that people had been working on with all their heart and soul must be stopped: they appear to be unprofitable or undermine the carrying capacity of the team.<br \/>\n\u2022 The team leader may need to acknowledge they are failing to lead through this difficult period.<br \/>\n\u2022 Team members, too, must sometimes be replaced.<\/p>\n<p><em>The Dagger in organisational development<\/em><br \/>\n\u2022 Painful analysis, constructively breaking down, saying \u2018no\u2019 to old-fashioned ways that do not work anymore.<br \/>\n\u2022 Cost cutting, layoffs and deep crisis.<br \/>\n\u2022 It\u2019s in or out for some leaders or teams: you participate in the urgently needed change or you leave.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>10. Return to the Light: \u2018Stronger towards one single goal\u2019<\/b><\/p>\n<p><em><br \/>\nReturn to the Light in the hero(ine)’s journey<\/em><br \/>\nThe protagonist escapes from the darkness by focussing on their (re)discovered goal. Often in this endeavour, the most important lessons from a past mentor are remembered. This phase is also called \u2018the chase\u2019. There is light at the end of the tunnel.<\/p>\n<p><em>Return to the Light in team development<\/em><br \/>\n– Regrouping: The team (whether or not in the same composition as before) regroups at the end of the crisis, and is able again to look ahead.<br \/>\n\u2022 Purpose, vision and goals (probably adjusted) give a renewed sense of direction for the why, how and what of the team.<br \/>\n\u2022 The team leader formulates the new goals clearly, presents them persuasively, and leads the way in realising them.<\/p>\n<p><em>Return to the Light in organisational development <\/em><br \/>\n\u2022 After painful decisions have been made, the process towards sustainability can be sped up with the remaining group of people who believe in the importance of change.<br \/>\n\u2022 Stakeholders begin to believe in (the value of) the new direction of the organisation.<br \/>\n\u2022 Unnecessary noise is avoided. The story becomes clearer. Often, this means going back to core business.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>11. Death and Resurrection: \u2018The test of character\u2019<\/b><\/p>\n<p><em><br \/>\nDeath and Resurrection in the hero(ine)’s journey<\/em><br \/>\nNow, the ultimate test of character takes place, in which the protagonist transforms into a hero(ine) through an act of courage and sacrifice. This is the final transformation, the literal or symbolic \u2018death and resurrection\u2019. The hero(ine) keeps their back straight, stands for their own truth and values, and shows character in confrontation with the powerful or in the face of an impending disaster. The hero(ine) risks their own status, safety, and maybe even their own life, for the greater good.<\/p>\n<p><span class='Apple-converted-space'><em>Resurrection in team development<\/em><br \/>\n\u2022 Transforming: the team has developed inner strength and courage.<br \/>\n\u2022 The team works together optimally on long-term goals, particularly through harder times.<br \/>\n\u2022 The team is less impressionable by external power structures and shows backbone in matters of principles and values.<br \/>\n\u2022 The leader leads with integrity and exemplary behaviour.<br \/>\n\u2022 The team sets an example for the rest of the organisation.<\/span><\/p>\n<p><em>Resurrection in organisational development<\/em><br \/>\n\u2022 The transformation of the organisation now becomes noticeable and tangible.<br \/>\n\u2022 The organisation implements the rediscovered direction and endures tests of character from clients, shareholders, and stakeholders.<br \/>\n\u2022 The organisation reconciles short term goals with long term principles.<br \/>\n\u2022 The organisation gradually transforms into a sustainable organisation.<\/span> <\/a> <\/div><\/div>
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\n\t<\/i>\n<\/div><\/div><\/div><b>12. Elixir: \u2018Generosity, gratitude and compassion\u2019<\/b><\/p>\n<p><em><br \/>\nThe Elixir in the hero(ine)’s journey<\/em><br \/>\nThe hero(ine) returns to the community with an elixir. This can sometimes literally be a medicine, remedy, or solution, but it is also most definitely a change in the hero(ine) themselves, which has a liberating and healing influence on the world. Passion and self-orientation have been transformed into compassion and other-directedness.<\/p>\n<p><em>The Elixir in team development<\/em><br \/>\n\u2022 Serving: the team serves as an inspiration for its environment.<br \/>\n\u2022 The leader withdraws from the now autonomous team, coaches where necessary, reorients themselves for a new role – and is maybe already working towards their own succession.<br \/>\n\u2022 The team is grateful for the experience of the journey and the lessons that are learned.<br \/>\n\u2022 The team members are so experienced that they can also take on leadership roles elsewhere.<\/p>\n<p><em>The Elixir in organisational development<\/em><br \/>\n\u2022 The transformation is complete. There is a new status quo. When people look back, they see \u2018the old organisation\u2019 that is now substantially transformed to answer the demands of the future.<br \/>\n\u2022 The organisation has developed a higher level of serving and is in open exchange with clients, stakeholders and society at large, while holding up its values and principles.<\/span> <\/a> <\/div><\/div>\n<\/div>
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PHASES<\/b><\/h5>\n

The phase perspective in the Double Healix Model is rooted in narrative psychology and Joseph Campbell\u2019s research into the universal story structure. This structure can be found in all major stories and films. In the image on the left, you will learn how the development of a narrative is constructed through the so-called Hero(ine)\u2019s Journey.
\nWhen applied to leadership, the story structure of the Hero(ine)\u2019s Journey provides a universally recognisable process. Each phase plays a crucial role in the development of leadership, teams, and organisations. Double Healix\u2019s online courses and live leadership training explore this concept in greater depth.<\/p>\n

If you click on the numbers in the image next to this<\/strong>, you’ll see a description of the different phases in the journey of the hero(ine), of team development, and of organisational development.<\/p>\n\r\n\t\t<\/div>\r\n\t<\/div>\r\n<\/div><\/div><\/div><\/div><\/div><\/section>

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LEVELS<\/h5>\n

The Double Healix Model thus describes a 12-phase cycle. This cycle returns\u00a0 many times in our lives, often in increasingly complex ways. If we are lucky, we undergo a continuing spiritual ripening through the repetition and transformations this brings. If a cycle is finished something has changed. Time and time again, you go through the 12 phases and reach higher levels of consciousness. It can thus be said that the circle is actually a spiral. In the Double Healix Model, we distinguish seven plus one levels of development.<\/p>\n

We speak of \u2018seven plus one\u2019 because we can find seven levels of actual human development, plus another, underlying mythical level which is the basis for the other seven. This so-called \u2018zero level\u2019 is the underlying, universal, archetypical story structure, the invisible foundation of development in our real lives, which is separate from linear time.<\/p>\n\r\n\t\t<\/div>\r\n\t<\/div>\r\n

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<\/p>\n\t\t\t\n\t\t\t\t\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\nBasic needs and early-childhood development<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>1<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer>Simplicity<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group>Impulses, motives, and personality types. Adolescence.<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>2<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> Sensationality <\/span>
\n \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>0<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer>Universality<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>The mythical hero's journey (describes by Joseph Campbell) as a universal basis of human experience<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group>Competencies and basic leadership. Early adulthood<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>3<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> Maximality <\/span>
\n \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group>Team leadership, team phases, team roles. Relational skills. Midlife adulthood.<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>4<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> Relationality<\/span>
\n \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group>Sustainability, macroscopic leadership and policy. Early old age.<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>6<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> Simplexity <\/span>
\n \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group>Systemic and strategic awareness. Servent leadership. Mature adulthood.
\n<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>5<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> Complexity <\/span>
\n \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group>Mystic awareness and meditative commitment. Mature old age.
\n<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>7<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> Perplexity <\/span>
\n \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>0<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer>Universality<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>1<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer>Simplicity<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>3<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer>Maximality<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>5<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer>Complexity<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>7<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer>Perplexity<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>6<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer>Simplexity<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>4<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer>Relationality<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t\t<\/rs-layer>2<\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> Sensationality <\/span> \n\t\t\t\t\t\t\t\t<\/rs-layer> \n\t\t\t\t\t\t\t\t<\/rs-layer><\/rs-group> \n\t\t\t\t\t\t\t<\/rs-layer>\t\t\t\t\t\t<\/rs-slide>\n\t\t\t\t\t<\/rs-slides>\n\t\t\t\t\t<\/rs-static-layers>\n\t\t\t\t\t