Significance of Structured Internal Value Hierarchies in the Development of Human Resources and the Rearrangement of Values
This article explores the concept of the fused self, in which an individual’s potential is determined by their Range of Future Selves (RFS). We examine how future selves represent concrete pathways with clear trajectories and directions and how these correlate with Structured Internal Value Hierarchies (SIVH). Additionally, we analyze the gap between an individual’s perceived SIVH and the retroactive proof of their real value hierarchy, demonstrating how SIVHs can be rearranged — either through a clash with the Real (which is rare) or through changes in routines (which can be done instantly).
This approach builds upon existing psychological and neuroscientific research regarding identity formation, cognitive flexibility, and behavioral adaptation. Studies in future self-continuity (Ersner-Hershfield et al., 2009) suggest that individuals with a strong connection to their envisioned future selves tend to make better long-term decisions, aligning their present actions with their ultimate goals. Additionally, research in value-driven decision-making (Brosch & Sander, 2013) demonstrates that personal values act as guiding constraints for decision-making processes, reinforcing the necessity of structured hierarchies in personal and professional development.
We will now examine each component in more detail, starting with the Range of Future Selves (RFS) and its implications for self-perception, value structures, and long-term success.
Fused Selves Over Time
Among the various models and tools developed by SelfFusion, the concept of fused selves over time has proven to have the most immediate and profound impact on an employee's mental state and self-perception.
Put simply, at any given moment, a person is the starting point of an infinite number of vectors into the future. Each of these vectors represents a possible future version of the individual — what we term future selves. This concept is relatively easy to grasp for most employees, as the ability to conceptualize oneself in the future emerges at an early age. Cognitive research suggests that the brain naturally constructs mental simulations of the self over time (Schacter et al., 2007), allowing individuals to "see" older versions of themselves through imagined projections.
Scientific Basis: The Psychological Mechanisms Behind Future Selves
The notion of future selves aligns with established psychological frameworks:
Future Self-Continuity (Ersner-Hershfield et al., 2009) – Research indicates that people who feel a strong psychological connection to their future selves tend to make better long-term decisions, as they see those future selves as real and significant.
Possible Selves Theory (Markus & Nurius, 1986) – Suggests that individuals mentally construct multiple potential versions of themselves, influencing their motivation, goal-setting, and behavior.
Temporal Self-Appraisal Theory (Ross & Wilson, 2000) – Explains how individuals evaluate their past and future selves in comparison to their present state, often shaping their decisions based on the perceived gap between their current and ideal selves.
By recognizing and structuring future selves, employees can better understand the potential trajectories of their careers and lives. However, not all future selves carry equal weight — some have stronger emotional, cognitive, or motivational significance. The key to optimizing performance and resilience lies in aligning an individual’s Structured Internal Value Hierarchy (SIVH) with their highest-priority future selves.
The next section will explore the hierarchical nature of value structures and how the alignment (or misalignment) between an employee’s current SIVH and their most dominant future selves affects motivation, career satisfaction, and long-term success.
SelfFusion – Immersion with the Future Self Through Career Path
Once individuals acknowledge that a multitude of future scenarios is possible, they must confront a second, often shocking realization: in most mental depictions of their ideal future selves, there exists a chasm of nothingness — an unexplained and seemingly insurmountable gap between their current self and the desired future version of themselves.
The Chasm Between Present and Future Selves
Psychological research shows that many individuals struggle to envision the concrete steps required to bridge this gap. In most cases, the transition from their current trajectory to their ideal self is unrealistic without drastic intervention. In other words, when most employees imagine their desired future self, their current career path does not actually lead there.
This phenomenon aligns with:
Future Self-Discontinuity (Hershfield, 2011) – Demonstrating that most individuals feel disconnected from their future selves, leading to procrastination and poor long-term planning.
Construal Level Theory (Trope & Liberman, 2010) – Showing that people mentally distance themselves from their long-term goals, perceiving them as abstract rather than achievable through tangible steps.
Temporal Discounting (Frederick, Loewenstein, & O’Donoghue, 2002) – Explaining how people undervalue the importance of future rewards, making it difficult for them to take meaningful action toward long-term success.
The Widening Gap Over Time
If an individual’s current trajectory does not align with their future aspirations, the longer they continue on this path, the greater the lateral divergence becomes between the likely and desired self. This is a fundamental issue in human resource development:
Employees who lack a structured approach to future self-alignment are far more likely to experience career dissatisfaction, burnout, or disengagement.
Without intentional immersion into the version of themselves they wish to become, employees drift further away from their ideal self, making the probability of attaining that state increasingly unlikely.
How SelfFusion Bridges the Gap
SelfFusion's methodology directly addresses this chasm between the present and future selves by using Structured Internal Value Hierarchy (SIVH) mapping and AI-driven career trajectory simulations to construct a realistic, actionable pathway for employees. Instead of relying on wishful thinking, SelfFusion helps individuals:
Identify the true singular aim in their SIVH that drives their motivation.
Visualize multiple realistic versions of their future selves (Range of Future Selves, RFS) within achievable career pathways.
Assess the probability of different future selves emerging based on current choices and the trajectory they are following.
Restructure career plans to ensure alignment with the most desirable and meaningful version of themselves.
This structured immersion into the future self shifts career planning from hope-based to precision-baseddevelopment, ensuring that employees not only see where they want to go but also possess a concrete strategy to get there.
RFS as Potential
The Range of Future Selves (RFS) represents nothing more than the potential of an individual. While this potential is naturally bounded by certain fixed variables—such as physical abilities, chronological age, General Mental Ability (GMA), and genetic predispositions — it is still exceptionally vast on the lateral scale. This aligns with existing research demonstrating that most individuals use well under 10% of their cognitive and skill-based potential in their professional and personal lives.
This phenomenon has been extensively studied in cognitive psychology and neuroscience, particularly in the domains of latent cognitive capacity and neuroplasticity:
Ericsson et al. (1993) – The Deliberate Practice Framework: This research highlights how intentional, structured effort is required to unlock cognitive and skill-based potential, yet most individuals never engage in such deliberate practice.
Stanford Mindset Research (Dweck, 2006): Demonstrates that individuals who believe intelligence and ability can be expanded achieve significantly greater career and personal success than those who assume fixed limitations.
The 10-Year Rule in Expertise Development (Ericsson & Charness, 1994): Shows that a decade of sustained effort in a specific domain is often required to reach elite performance, but most people fail to structure their professional development in a way that fully utilizes their latent potential.
Thus, RFS is not a theoretical abstraction but a measurable and expandable range, determined by the degree of intentional effort an individual is willing to exert in shaping their future trajectory.
Future Self as a Function of SIVH
One of the most surprising revelations for many employees is the strong correlation between one’s future self and their Structured Internal Value Hierarchy (SIVH).
How SIVH Determines Future Self-Realization
At SelfFusion, our research and applied models indicate that an individual’s future self is fundamentally a function of their SIVH. As we have established in multiple articles, every individual possesses an internal value structure, whether consciously acknowledged or not.
This claim is backed by research in personal identity development and goal-setting psychology:
Self-Discrepancy Theory (Higgins, 1987): This research explains how discrepancies between one’s current self and their ideal self lead to either motivation (if an action plan exists) or anxiety and dissonance (if the pathway remains unclear).
Locke & Latham (1990) – Goal-Setting Theory: Demonstrates that clear, structured goals aligned with core values result in significantly higher achievement rates compared to vague or externally imposed aspirations.
Kegan’s Stages of Self-Development (1994): Suggests that an individual’s perception of self and future growth is limited by their cognitive and value-based development stage, meaning that SIVH structuring is critical for aligning long-term aspirations with real-world execution.
Achieving the Desired Future Self Through SIVH Alignment
We have consistently observed that when it comes to career path selection and envisioning oneself in the future, no factor correlates more strongly with achieving one’s desired future self than the construction of an SIVH that directly matches that vision.
This means that:
If an individual does not have a clearly structured SIVH, their envisioned future self is random, undefined, and unlikely to be realized.
If an individual’s top-ranked SIVH values do not align with their career trajectory, they will either abandon that career path or experience continuous dissatisfaction and internal dissonance.
If SIVH is properly structured, meaning the highest-ranked singular value aligns with the career trajectory, the individual will experience exceptional levels of motivation, resilience, and horizontal skill expansion within their cognitive ability range.
In other words, the future self is not an abstract concept but a structured outcome of an individual’s internal value architecture. Aligning RFS with SIVH is the most reliable method for ensuring that employees reach their highest potential in both career development and personal fulfillment.
Re-Construction of SIVH
The Chasm Between True SIVHs and Described Ones
One of the central challenges in constructing a Structured Internal Value Hierarchy (SIVH) is the inability to construct it purely through conscious will. In other words, a person cannot simply declare or impose upon themselves a set of values they find preferable at a given moment. The internalized value structure is shaped by deep-rooted cognitive, psychological, and experiential processes rather than by immediate preference.
There exist rare cases where a rapid transformation of value hierarchy occurs almost instantly, but these cases are exceptional and typically linked to highly disruptive or life-altering events—what we refer to as “nodes in time.”These pivotal moments involve an overwhelming clash with the Real, a concept in Lacanian psychoanalysis, where an individual is forced to confront an unfiltered, undeniable truth about existence, mortality, or personal reality.
Examples of such events include:
Religious or spiritual experiences that entirely reframe an individual’s worldview.
Near-death experiences that alter perceptions of what truly matters.
Personal tragedies, such as the loss of a loved one, catastrophic failure, or profound betrayal, which can trigger immediate value reorganization.
Psychological research supports this phenomenon:
Post-Traumatic Growth Theory (Tedeschi & Calhoun, 1996) suggests that deep personal transformation often follows traumatic experiences, leading individuals to reevaluate priorities and fundamentally shift their value structures.
Neuroscientific studies on sudden emotional learning (Phelps, 2004) indicate that highly emotional, life-altering events create long-term rewiring in the brain’s amygdala and prefrontal cortex, affecting decision-making and priority setting.
Waiting for Transformation vs. Actively Discovering One’s True SIVH
A passive approach to value hierarchy transformation — waiting for a life-altering event to cause a shift — is a weak strategy because it relies almost entirely on external, unpredictable factors. Instead, the optimal strategy involves actively discovering, acknowledging, and aligning one's existing SIVH through rigorous introspection and behavioral analysis.
The Discrepancy Between Verbalized vs. True SIVH
One of the most critical insights from SelfFusion’s research is the consistent discrepancy between the SIVH an individual believes they have and the SIVH that actually governs their actions.
In most cases, an individual’s “wishful” perception of their value hierarchy does not align with the one evident from their actual behavior.
People often verbalize a set of values that reflect social expectations, aspirations, or self-image management, rather than their true guiding principles.
This aligns with findings in cognitive dissonance theory (Festinger, 1957), which explains how individuals construct rationalizations that align with their desired self-image rather than their true priorities.
Clarifying True SIVH Through Retroactive Behavioral Analysis
To determine the actual SIVH, one must analyze past actions rather than rely on self-reported statements. Over the years at SelfFusion, we have observed that value hierarchies tend to be highly stable when analyzed through action-based evaluation.
For instance, consider a 38-year-old man who claims that “family” is his highest value. If, in reality, he:
Spends the majority of his time at work without an absolute economic necessity,
Frequently engages in leisure activities outside of the family environment,
Prioritizes career advancement or personal freedom over being present for his young children,
… then his true SIVH is not actually topped by “family,” but rather by something else—such as career success, personal autonomy, or social engagement.
This process of clarifying SIVH retroactively through observed behavior is the only reliable method for determining true value structures.
Key Takeaway: Action Over Words
A person’s true SIVH is not what they say they value, but what their actions repeatedly confirm. This understanding is critical in both personal development and corporate human resource strategies, as it helps align career paths, personal fulfillment, and organizational goals with an individual’s genuine internal motivations.
The 5H Framework and SIVH Re-Arrangement Through Routines
The Illusion of 5H Values in Self-Perception
When employees describe their Structured Internal Value Hierarchy (SIVH), they almost universally list one or more of the five “H” values at the top:
Health
Honesty
Harmony
Happiness
Humility
While these values sound noble and socially acceptable, they rarely reflect the actual structure of an individual’s hierarchy when analyzed through their behavior.
Happiness, for instance, is not a value itself — it is a by-product of a well-structured, meaningful life (as supported by research on Eudaimonic Well-Being, Ryan & Deci, 2001).
Honesty is often context-dependent rather than an absolute guiding principle. A person may value honesty in personal relationships but prioritize strategic deception in business or negotiation.
Health is frequently verbalized as a core value, but behavioral patterns (poor diet, lack of physical exercise, substance use) often suggest otherwise.
SIVH and Routine-Driven Reorganization
Since SIVH is not consciously chosen, but rather revealed through long-term behavioral consistency, the only reliable strategy for restructuring it is through behavioral reprogramming — specifically, through routines.
Values are inherently tied to habits — someone who exercises daily will, over time, embed “physical health”higher in their SIVH than someone who simply declares it as a priority.
Daily and weekly habits form the foundation of one’s hierarchy — not aspirations, words, or beliefs.
Once a person realizes that their actual routines, not their verbal claims, define their true value structure, they gain an unprecedented level of clarity about their personal identity and motivations.
This concept is supported by research on Habit Formation and Identity (Clear, 2018), which suggests that long-term behavioral consistency directly alters an individual's self-concept and priorities.
Replacing Instrumental Values Without Losing Direction
One of the greatest misunderstandings about SIVH is the confusion between instrumental values and terminal (monotheistic) values.
What is an Instrumental Value?
An instrumental value is a means to an end — a value that is only relevant because it helps achieve something higher.
For example:
Wealth is often instrumental, not an end in itself — it serves as a tool for freedom, stability, or influence.
Career progression is typically instrumental — it is a means to security, achievement, or purpose.
When Instrumental Values Become Obstacles
The most dangerous misalignment occurs when someone mistakes an instrumental value for a terminal value, leading to self-sabotage and long-term dissatisfaction.
For instance:
A person who claims "family" is their top value but spends most of their time away from their children for work must ask:
Is their career a short-term instrumental value that serves the family? (e.g., earning enough to provide long-term stability)
Or has their career become a substitute for personal meaning, replacing family as their actual top value?
If the sacrifices become permanent, then their true SIVH is not actually topped by "family" but by career success, stability, or social status.
This aligns with findings from Self-Determination Theory (Deci & Ryan, 2000), which highlights how misalignment between intrinsic values and actual behavior leads to cognitive dissonance and decreased well-being.
Expanding Beyond the Stability Trap
A major obstacle in restructuring SIVH is fear of disrupting stability.
Many individuals accept their current habits and routines, even when they are misaligned with their highest goals, because of familiarity and comfort.
This is particularly evident when people refuse to learn new skills or shift career paths, despite knowing their current direction does not align with their ideal future self.
However, when instrumental values (such as job stability) become permanent constraints, they limit horizontal expansion within the GMA range.
The key question for restructuring SIVH is not whether change is possible — it always is.
The real question is: Is the person willing to sacrifice temporary stability to achieve long-term alignment with their singular top value?
At SelfFusion, we have repeatedly observed that micro-routines — such as daily changes in how time is spent, goal-setting practices, and conscious realignment of daily priorities — are the only reliable long-term strategies for restructuring SIVH.
Even small, imperfect efforts toward value reorganization often result in significant long-term transformations.
Conclusion: The Power of SIVH in Self-Actualization and Career Fulfillment
Understanding and restructuring Structured Internal Value Hierarchies (SIVH) is not an abstract intellectual exercise — it is the foundation of self-actualization, career fulfillment, and long-term personal success.
SIVH dictates real priorities, not verbalized ideals.
People do not choose their values arbitrarily; they are revealed through consistent behavior over time.
The misalignment between stated values and actual actions is one of the primary sources of dissatisfaction and cognitive dissonance in employees.
Future Selves are determined by SIVH, not by external circumstances.
The Range of Future Selves (RFS) is not a random set of possibilities—it is a direct function of an individual’s SIVH.
Without a well-structured hierarchy, employees drift aimlessly toward futures they did not consciously design.
Restructuring SIVH requires action, not passive reflection.
Values are not changed by willpower alone.
Only through deliberate changes in behavior, routines, and decision-making patterns can an individual shift their SIVH over time.
Even minor shifts in daily structure can lead to profound long-term transformations.
A misaligned SIVH leads to stagnation; an optimized SIVH unlocks exponential growth.
Employees who align their highest values with their career trajectories experience intrinsic motivation, growth, and fulfillment.
Those who fail to do so remain stagnant, directionless, and ultimately dissatisfied, regardless of external success.
At SelfFusion, we provide the tools and frameworks to help individuals and organizations uncover, analyze, and refine their value hierarchies. By ensuring SIVH alignment with career paths, we empower individuals to maximize their potential, expand their capabilities, and create futures that resonate deeply with their true internal motivations.
