All participants took The IRIS Survey before the expedition, upon return and one year later. The purpose of the analysis was to determine if the crucible experience changed perspectives on being selfless, adventurous, and the desire to act on heroic aspirations by measuring kindness, audacity and self-reliance, among others. Jan acknowledged there is some self-selection in terms of people who sign up for an adventure like this – and the type of individuals who volunteer (and make it) to become special operations soldiers. They lean into these types of challenges.

Of the 102 attributes IRIS evaluated, one of the scores with the largest aggregate change over the course of the year was Approval Seeking, which is perceiving and addressing what needs improvement with feedback that is constructive. Aggregate scores for Approval Seeking decreased from 12.43 to 6.29 during The Crucible, meaning participants are more secure and clear in personal identity making them stronger leaders. Aggregate growth showed differences in Compliance, the level of similarity between you and others in perceiving and responding to the world. The veterans decreased by 18.25 while the executives increased by 7, moving them closer to each other.

The score that showed the largest aggregate drop from before departure to one year later was Commonality, which is the level of similarity between you and others in perceiving and responding to the world. The aggregate scores decreased from 62.57 to 47.71 meaning participants became less vulnerable to groupthink, especially when with others from a similar background.

One year after The Patagonia Crucible, more than 90% of the participants made significant changes to focus on career choices that were meaningful where their service skills benefited others. For example, a former IT Executive became an Executive Coach, and a Special Operations Commando became the Chairman of the Board for a non-profit.