Strategist and Alchemist Worldviews
Research on developmental leadership shows that later worldviews, particularly Strategist and Alchemist, are associated with greater capacity to catalyse organisational transformation. This article synthesises Torbert’s findings an d aligns terminology across O’Fallon’s STAGES, Cook-Greuter, Kegan, and Wilber for consistency of language and application.
Unified language across the models
| Focal worldview | Torbert (Action Logic) | O’Fallon (STAGES) | Cook-Greuter (Ego Development) | Kegan (Orders of Consciousness) | Wilber (Altitude) |
| Strategist | Strategist | 4.5 Strategist | Stage 5 Autonomous (often labelled Strategist in leadership contexts) | Late Order-4 moving toward Order-5 | Teal |
| Alchemist | Alchemist | 5.0 Construct-Aware to 5.5 Transpersonal (approximate mapping) | Stage 5/6 Construct-Aware (bridging toward Unitive) | Order-5 Self-transforming | Turquoise |
These correspondences draw on primary descriptions and comparative summaries across the assessment lineages. References are included for sources and cautions.
What Torbert’s studies found
Longitudinal field data on CEO worldview and transformation
In a set of ten longitudinal organisational development efforts, with an average span of 4.2 years, CEOs and senior teams were assessed using a sentence-completion instrument aligned with action logics. Five CEOs assessed at Strategist or later, and five at earlier levels. All five Strategist-led organisations transformed positively, showing growth in size, profitability, quality, strategy, and reputation. In contrast, results were weaker or negative in most of the pre-Strategist cases (Rooke & Torbert, 1998) .
A later methodological paper confirmed this pattern and provided more detail. All five Strategist CEOs led one or more transformations. Of the other five organisations, only two transformed, and in those cases the lead consultant scored Alchemist. One organisation showed no significant change, and the one led by a Diplomat CEO regressed (Torbert, 2009) .
Base rates and descriptive profiles
Managerial samples reported in Harvard Business Review estimated the following distributions: Strategist around 4 percent, Alchemist around 1 percent, with earlier worldviews much more common (Expert around 38 percent, Achiever around 30 percent). Strategists were described as generating both organisational and personal transformations, while Alchemists were described as capable of reframing at a societal scale, though very rare (Rooke & Torbert, 2005) .
Signature capacities linked to transformation
Time horizon and systems design
Strategists plan across multiple time spans and design systems rich in feedback that evolve with conditions. This capacity is consistent with Kegan’s transition toward self-transforming meaning-making and with Cook-Greuter’s Autonomous profile (Cook-Greuter, 2005) .
Multi-perspectival integration
Later worldviews integrate traditional continuity, modern effectiveness, and postmodern inclusion into one coherent strategy. This is Wilber’s description of “second-tier” integration and reduces either-or stalemates during change (Wilber, 2000) .
Transformational intent and practice
Torbert highlights Action Inquiry as a practical discipline at later worldviews. This combines simultaneous action and reflection, enabling leaders to test and revise strategy in real time while engaging stakeholders (Torbert, 2004) .
Work at the edge of identity and culture
Descriptions of Alchemist and Cook-Greuter’s Construct-Aware include the ability to notice and re-author hidden assumptions in culture and self. This can unlock stalled change but may be difficult to communicate to earlier worldviews (Cook-Greuter, 2013) .
Cautions when using the evidence
Small samples and context
The ten-organisation study provides suggestive rather than definitive evidence. Torbert’s own validity review notes limitations such as small sample size and potential selection effects. The findings should be treated as indicators of patterns rather than universal law (Torbert, 2009) .
Assessment lineage
Torbert’s Action Logic assessments belong to the sentence-completion family that originates with Loevinger and Cook-Greuter. O’Fallon’s STAGES introduces a different scoring model. A peer-reviewed replication found strong concordance with Cook-Greuter’s method up to Strategist, and reported inter-rater reliability for higher levels. Mapping late-stage labels requires care (O’Fallon et al., 2020) .
Approximate cross-walks
Comparisons to Kegan are approximate. Strategist aligns with late Order-4 moving into Order-5, while Alchemist aligns with Order-5. These should be used as orientation and not as clinical diagnosis (Livesay, 2013) .
Implications for change initiatives
Board-level sponsorship
Where transformation is mandated, it is essential that the sponsor can operate from, or be supported to approximate, Strategist capacities. These include multi-horizon strategy, systemic feedback design, and principled negotiation across worldviews (Torbert, 2004) .
Pairing and scaffolding
In change programmes, pairing an Alchemist or Strategist lead consultant with a CEO at Achiever or Individualist can improve outcomes. Scaffolding can include coaching, action-inquiry routines, and developmental feedback (Torbert, 2009) .
Communications for multiple worldviews
The case for change must be communicated in the languages of Traditional (continuity and duty), Modern (evidence and return on investment), and Postmodern (inclusion and fairness). This reduces resistance and accelerates adoption. Alignment with Integrative or Teal purpose helps sustain gains (Wilber, 2000) .
References
Cook-Greuter, S. (2005/2013). Ego Development: Nine Levels of Increasing Embrace. Stage descriptions and cross-links to Action Logics .
Livesay, V. (2013). Comparison of Kegan and Torbert categories (doctoral work). Approximate mappings .
O’Fallon, T. (2020). States and STAGES: Waking up Developmentally. Later-stage labels in the STAGES model .
O’Fallon, T., Polissar, N., Neradilek, M. B., & Murray, T. (2020). Validation of a new scoring method for assessing ego development (STAGES). Heliyon. Concordance up to Strategist .
Rooke, D., & Torbert, W. R. (1998). Organizational Transformation as a Function of CEOs’ Developmental Stage. Longitudinal analysis of ten organisations .
Rooke, D., & Torbert, W. R. (2005). Seven Transformations of Leadership. Harvard Business Review. Distribution estimates and action-logic profiles .
Torbert, W. R. (2004). Action Inquiry: The Secret of Timely and Transforming Leadership. Jossey-Bass.
Torbert, W. R. (2009). Reliability and Validity Tests of the Harthill Leadership Development Profile. Replication of transformation findings .
Wilber, K. (2000). Integral Psychology: Consciousness, Spirit, Psychology, Therapy.