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A compass for navigating cultural transformations june 2012 v2

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My presentation at the conference on Building Capacity for Sustainable Transformations for the LifeCoachLab in Milan on June 7, 2012

My presentation at the conference on Building Capacity for Sustainable Transformations for the LifeCoachLab in Milan on June 7, 2012

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  • 1. A Compass for NavigatingCultural TransformationRichard BarrettJune 2012 www.valuescentre.comwww.valuescentre.com 1www.valuescentre.com
  • 2. Whole System Change 2www.valuescentre.com
  • 3. Whole System Transformation (Evolution) Interior Exterior Personality Character Individual Values and Actions and Beliefs of the Behaviours Leaders of the Leaders Culture Society Collective Values and Actions and Beliefs of the Behaviours of the Organization Organization Based on the Four Quadrants of Ken Wilber 3www.valuescentre.com
  • 4. Whole System Transformation (Evolution) When the The leaders leaders values behaviours change Interior Exterior change Individual 1 2 Collective 3 4 The values of Behaviours of the organization organization change change 4www.valuescentre.com
  • 5. The Four Conditions for Whole System Change Interior Exterior Character: Personality: Actions and Values and Personal Alignment Behaviours Beliefs of an Individual of an Individual Individual Mission Alignment Values Alignment Social Culture: Values and Structures: Actions and Beliefs Behaviours Collective of a Group of a Group Structural Alignment 5www.valuescentre.com
  • 6. Leadership and Values The real role of the leader is to manage the values of the corporation. Tom Peters, “In Search of Excellence: Lessons from America’s best run companies”, 1983 6www.valuescentre.com
  • 7. How do you know if you are being successful driving whole system change? You need to: 1. Measure the Consciousness of the Leaders 2. Measure the Consciousness of the Organization as perceived by employees 3. Measure the Consciousness of the Organization as perceived by customers and society 7www.valuescentre.com
  • 8. Measuring Consciousness by Mapping Values Cultural Transformation Tools Higher Stakeholder Purpose Integration Values We can measure this We can measure this Conscious Conscious with a Cultural Culture Leadership with a Leadership Values Assessment Values Assessment (CVA) (LVA) 8www.valuescentre.com
  • 9. Measuring the Cultures of Organisations and Mapping the Values of Leaders Cultural Transformation Tools (CTT) Values-Driven Values-Driven Cultures Leadership 1998 2006 2011 9www.valuescentre.com
  • 10. A New Leadership Paradigm • A shift from “I” to “we” • A shift from “what’s in it for me” to “what’s best for the common good” • A shift from being the “best in the world” to the “best for the world” 10www.valuescentre.com
  • 11. Barrett Values Centre World-wide Activities 11www.valuescentre.com
  • 12. The Three Mantras of Organisational Performance 12www.valuescentre.com
  • 13. The Three Mantras of Organizational Performance Mantras Implications Who you are and what your Cultural Capital is the new frontier organization stands for of competitive advantage. is vitally important. Focus on Vision, Mission and Values The Culture of an organizations is a Organizational transformation reflection of leadership begins with the personal consciousness transformation of the leaders Begins with Self Leadership Measurement matters. If you can You can make the evolution of measure consciousness, consciousness, conscious you can manage it. Measure and Map the Values 13www.valuescentre.com
  • 14. Measuring Organizational Consciousness 14www.valuescentre.com
  • 15. Barrett Seven Levels of Consciousness Model Cultural Transformation Tools 15www.valuescentre.com
  • 16. 16www.valuescentre.com
  • 17. 17www.valuescentre.com
  • 18. Origins of the Cultural Transformation Tools Self Actualization Growth Needs When these needs are fulfilled they do not go away, they engender deeper levels of motivation and Know and commitment. UnderstandAbraham Maslow Self-esteem Deficiency Needs An individual gains no Love & Belonging sense of lasting satisfaction from being able to meet these Safety needs, but feels a sense of anxiety if these needs Physiological are not met. 18www.valuescentre.com
  • 19. Maslow’s Needs to Barrett’s Consciousness Self-Actualization Know and Know and Understand UnderstandAbraham Maslow Self-esteem Richard Barrett Love & Belonging Safety Physiological Needs Consciousness 19 www.valuescentre.com
  • 20. Maslow’s Needs to Barrett’s Consciousness 1. Expansion of self-actualization Know and Know and into multiple levels. Understand Understand 2. Substitute ‘states of consciousness’ Self-esteem for hierarchy of needs. Love & Belonging 3. Each state of consciousness is defined by specific values Safety and behaviours. Physiological Needs Consciousness 20www.valuescentre.com
  • 21. Stages in the Development of Personal Consciousness Positive Focus / Excessive Focus Service to Humanity and the Planet Devoting your life in self-less service Service to your purpose and vision Collaborating with Partners Making a difference Working with others to make a positive difference by actively implementing your purpose and vision Finding Personal Meaning Internal Cohesion Uncovering your sense of purpose and creating a vision for the future you want to create Personal Growth Transformation Understanding your deepest motivations, experiencing responsible freedom by letting go of your fears Self-worth Self-esteem Feeling a positive sense of pride in self and ability to manage your life. Power, status Belonging Relationship Feeling a personal sense of belonging, feeling loved by self and others. Being liked, blame Financial Security & Safety Survival Creating a safe secure environment for self and significant others. Control, greed 21www.valuescentre.com
  • 22. Stages in the Development of Organisational Consciousness Positive Focus / Excessive Focus Service To Humanity And The Planet Social responsibility, future generations, long-term Service perspective, ethics, compassion, humility Strategic Alliances and Partnerships Making a difference Environmental awareness, community involvement, employee fulfillment, coaching/mentoring Building Corporate Community Internal Cohesion Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Continuous Renewal and Learning Transformation Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth High Performance Self-esteem Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Belonging Relationship Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame Financial Stability Survival Shareholder value, organisational growth, employee health, safety. Control, corruption, greed 22www.valuescentre.com
  • 23. The Values Survey Three Questions: PERSONAL VALUES Which of the following values and behaviours most reflect who you are? Pick ten. CURRENT CULTURE Which of the following values/behaviours most reflect how your organisation currently operates? Pick ten. DESIRED CULTURE Which of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten. 23www.valuescentre.com
  • 24. Placement of Values by Level Current Culture 100 Employees Service Top Ten Values 1. tradition (L) (59) Making a difference 2. diversity (54) Internal Cohesion 6 3. control (L) (53) 4. goals orientation (46) Transformation 2 4 5 5. knowledge (43) Self-esteem 6. creativity (42) 7 8 7. productivity (37) Relationship 10 10 1 8. image (L) (36) 9. profit (36) 9 3 Survival 10. open communication (31) 24www.valuescentre.com
  • 25. Distribution of Values by Level Current Culture 100 Employees Service 7 Making a difference 6 Internal Cohesion 5 Transformation 4 Cultural Self-esteem 3 Entropy Relationship 2 11% 1 Survival 25www.valuescentre.com
  • 26. Engineering and Projects Company (339) What employees believe is Personal Values Current Culture Values Desired Culture Values necessary Level 7 for the Level 6The values that companyare Level 5 important to to achieve employees in Level 4 its full their personal Level 3 potential lives. Level 2 Level 1 IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0 Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R) 2. accountability 165 4(R) improvement 2. customer 147 2(O) PV - CC 1 CC - DC 4 2. customer 111 2(O) satisfaction PV - DC 2 3. commitment 150 5(I) satisfaction 3. continuous 143 4(O) 4. continuous learning 92 4(I) Health 3. safety conscious 102 1(O) improvement Index (PL) 5. balance (home/work) 91 4(I) 4. cost reduction 88 1(O) 4. employee development 111 4(O) 6. family 91 2(R) PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R) CC: 7-3 7. self-discipline 91 1(I) DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I) 8. responsibility 89 4(I) 7. teamwork 74 4(R) 7. inspirational leadership 95 6(O) 9. respect 81 2(R) 8. accountability 71 4(R) 8. employee fulfilment 94 6(O) 10. open communication 76 2(R) 9. blame (L) 71 2(R) 9. teamwork 90 4(R) 10. corporate image 64 3(O) 10. professionalism 80 3(O) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC How employees experience the company - What isR = Relationship Blue = PV & DC (white circle) S = Societal working well? What is undermining the sustainability Values Plot Copyright 2011 Barrett Values Centre February 2011 26 www.valuescentre.com of the company.
  • 27. Engineering and Projects Company (339) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0 Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R) 2. accountability 165 4(R) improvement 2. customer 147 2(O) PV - CC 1 CC - DC 4 2. customer 111 2(O) satisfaction PV - DC 2 3. commitment 150 5(I) satisfaction 3. continuous 143 4(O) 4. continuous learning 92 4(I) Health 3. safety conscious 102 1(O) improvement Index (PL) 5. balance (home/work) 91 4(I) 4. cost reduction 88 1(O) 4. employee development 111 4(O) 6. family 91 2(R) PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R) CC: 7-3 7. self-discipline 91 1(I) DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I) 8. responsibility 89 4(I) 7. teamwork 74 4(R) 7. inspirational leadership 95 6(O) 9. respect 81 2(R) 8. accountability 71 4(R) 8. employee fulfilment 94 6(O) 10. open communication 76 2(R) 9. blame (L) 71 2(R) 9. teamwork 90 4(R) 10. corporate image 64 3(O) 10. professionalism 80 3(O) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright 2011 Barrett Values Centre February 2011 27www.valuescentre.com
  • 28. Engineering and Projects Company (339) Personal Current Culture Desired Culture Values Values Values 6% 5% 5% 7 7 7 C 8% 9% 13% 6 6 6Common Good 24% 11% 19% 5 5 5 T 21% 20% 27%Transformation 4 4 4 17% 14% 16% 3 1% 3 12% 3 0%Self Interest S 2 1% 12% 2 8% 5% 2 1% 12% 9% 10% 6% 1 1% 1 1 1% 6% 0% 20% 40% 0% 20% 40% 0% 20% 40% Total number of CTS = 38-21-41 CTS = 25-20-55 CTS = 37-27-36 votes for all Entropy = 3% Entropy = 23% Entropy = 2% values at each level C = Common Good Positive Values T = Transformation Cultural Entropy Potentially Limiting S = Self-Interest % of Votes for Values Values Distribution Limiting Values Copyright 2011 Barrett Values Centre February 201128 www.valuescentre.com
  • 29. Barrett Values Centre: Group (18) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 9-2-1 | IRS (L)= 0-0-0 IROS (P)= 1-0-8-1 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-1 | IROS (L)= 0-0-0-0 Matches 1. making a difference 9 6(S) 1. commitment 13 5(I) 1. commitment 10 5(I)PV - CC 4 2. accountability 8 4(R) 2. humor/ fun 13 5(O) 2. customer collaboration 10 6(O)CC - DC 6PV - DC 4 3. commitment 8 5(I) 3. making a difference 12 6(S) 3. teamwork 10 4(R) 4. humor/ fun 8 5(I) 4. balance (home/work) 11 4(O) 4. employee fulfillment 9 6(O) Health Index 5. integrity 8 5(I) 5. customer satisfaction 11 2(O) 5. continuous 8 4(O) (PL) improvement 6. continuous learning 7 4(I) 6. continuous 10 4(O) PV: 12-0 well-being (physical/ 7 6(I) improvement CC: 10-0 7. 6. accountability 7 4(R) DC: 11-0 emotional/ mental/ spiritual) 7. employee fulfillment 10 6(O) 7. humor/ fun 7 5(O) 8. financial stability 8 1(O) 8. innovation 7 4(I) 8. balance (home/work) 6 4(I) 9. information sharing 6 4(O) 9. making a difference 7 6(S) 9. family 6 2(R) 10. shared vision 6 5(O) 10. shared vision 7 5(O) 10. efficiency 5 3(I) 11. trust 7 5(R) 11. excellence 5 3(I) 12. honesty 5 5(I) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = SocietalValues Plot Copyright 2011 Barrett Values Centre December 2011
  • 30. Barrett Values Centre: Group (18) Personal Current Culture Desired Culture Values Values Values 10% 5% 4% 7 7 7 C 14% 18% 24% 6 6 6 29% 27% 25% 5 5 5 T 23% 26% 28% 4 4 4 11% 8% 8% 3 0% 3 2% 3 0% S 2 0% 10% 2 0% 8% 2 5% 0% 3% 5% 5% 1 0% 1 1% 1 1% 0% 20% 40% 0% 20% 40% 0% 20% 40% CTS = 53-23-24 CTS = 50-26-24 CTS = 53-28-19 Entropy = 0% Entropy = 3% Entropy = 1% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest ValuesValues Distribution Copyright 2011 Barrett Values Centre December 2011
  • 31. Barrett Values Centre: Group (18) Current Culture Values Desired Culture Values Desired Current Culture Culture Finance Finance Finance financial stability Fitness accountability Client Client customer customer Fitness Relations Relations satisfaction collaboration continuous continuous improvement Evolution improvement innovation teamwork humor/ fun employee balance fulfillmentEvolution Culture (home/work) Culture humor/ fun employee fulfillment shared vision shared vision trust Societal Societal Societal making a making a Contribution Contribution Contribution difference differenceBusiness Needs Copyright 2011 Barrett Values Centre December 2011
  • 32. Barrett Values Centre: Group (18) Values Jumps A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture. Current Desired Value Culture Culture Jump Votes Votes teamwork 4 10 6 customer collaboration 5 10 5 accountability 2 7 5 innovation 2 7 5 strategic alliances 0 5 5 adaptability 1 5 4 trust 4 7 3 coaching/ mentoring 1 4 3 leadership development 0 3 3 professional growth 1 3 2 employee recognition 0 2 2 passion 0 2 2Values Jumps Table Copyright 2011 Barrett Values Centre December 2011
  • 33. Impact of Cultural Entropy Cultural entropy represents the degree of dysfunction in a culture Entropy Impact 0 -10% Healthy: This is a low and healthy level of cultural entropy. 11-20% Minor Issues: This level of cultural entropy reflects issues requiring cultural or structural adjustment. 21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and structural transformation and leadership coaching. 31-40% Serious Issues: This level of entropy reflects serious problems requiring cultural and structural transformation, leadership development and coaching. 41%+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural transformation, selective changes in leadership, leadership development and coaching. 33www.valuescentre.com
  • 34. Average Entropy in Organisations (2007-2011) Total CVAs: 1,011 Industries: 40 Countries: 36 34www.valuescentre.com
  • 35. Values Alignment vs. Entropy Band 5 Number of matching 4 top ten 3 Current and 2 Desired Culture 1 Values Entropy 0 0-10% 11-20% 21-30% 31-40% >40% 35www.valuescentre.com
  • 36. Low High entropy entropy 36www.valuescentre.com
  • 37. Nedbank, South Africa: An Example of Cultural Evolution 37www.valuescentre.com
  • 38. Nedbank and CTT 38www.valuescentre.com
  • 39. Nedbank: Current Culture Evolution 2005 2006 2007 2008 1. cost-consciousness 1. cost-consciousness 1. client-driven 1. accountability 2. profit 2. accountability 2. accountability 2. client-driven 3. accountability 3. client-driven 3. client satisfaction 3. client satisfaction 4. community involvement 4. client satisfaction 4. cost-consciousness 4. community involvement 5. client-driven 5. results orientation 5. community involvement 5. achievement 6. process-driven 6. performance driven 6. performance driven 6. cost-consciousness 7. bureaucracy (L) 7. profit 7. profit 7. teamwork 8. results orientation 8. bureaucracy (L) 8. achievement 8. performance driven 9. client satisfaction 9. teamwork 9. being the best 9. being the best 10. silo mentality (L) 10. community involvement 10. results orientation 10. delivery 3 matches 4 matches 4 matches 5 matches Entropywww.valuescentre.com 25% Entropy 19% Entropy 17% Entropy 14% 39
  • 40. Nedbank: Current Culture Evolution 2009 2010 2011 1. accountability 1. accountability 1. accountability 2. client-driven 2. client satisfaction 2. client-driven 3. client satisfaction 3. client-driven 3. client satisfaction 4. cost-consciousness 4. teamwork 4. brand reputation 5. community involvement 5. brand reputation 5. achievement 6. achievement 6. being the best 6. teamwork 7. teamwork 7. achievement 7. environmental awareness 8. employee recognition 8. commitment 8. commitment 9. being the best 9. community involvement 9. being the best 10. performance driven 10. cost-consciousness 10. cost-consciousness 6 matches 6 matches 6 matches Entropy 13% Entropy 13% Entropy 11% 40www.valuescentre.com
  • 41. Nedbank: Group (2011) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0 Matches 1. accountability 8576 4(R) 1. accountability 5464 4(R) 1. accountability 6987 4(R) PV - CC 2 2. honesty 6133 5(I) 2. client-driven 4571 6(O) 2. balance (home/work) 4183 4(O) CC - DC 6 PV - DC 4 3. commitment 5221 5(I) 3. client satisfaction 3486 2(O) 3. client-driven 3864 6(O) 4. respect 4420 2(R) 4. brand reputation 2740 3(O) 4. client satisfaction 3742 2(O) Health Index (PL) 5. family 4057 2(R) 5. achievement 2491 3(I) 5. employee recognition 3297 2(R) 6. integrity 4023 5(I) 6. teamwork 2408 4(R) 6. honesty 3053 5(I) PV: 10-0 CC: 10-0 7. caring 3568 2(R) 7. environmental 2372 6(S) 7. commitment 2953 5(I) DC: 10-0 8. balance (home/work) 3526 4(I) awareness 8. achievement 2809 3(I) 9. responsibility 3279 4(I) 8. commitment 2263 5(I) 9. teamwork 2744 4(R) 10. efficiency 3085 3(I) 9. being the best 2218 3(O) 10. employee satisfaction 2687 2(O) 10. cost-consciousness 2187 3(O) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright 2011 Barrett Values Centre April 2011 41www.valuescentre.com
  • 42. Nedbank: Group (2011) Personal Current Culture Desired Culture Values Values Values 7% 6% 5% 7 7 7 4% 14% 12% C 6 6 6 26% 13% 21% 5 5 5 24% 20% 25% 4 4 4 T 16% 20% 16% 3 1% 3 5% 3 0% 16% 11% 15% 2 2 2 S 0% 3% 0% 5% 5% 5% 1 1% 1 3% 1 1% 0% 20% 40% 0% 20% 40% 0% 20% 40% CTS = 37-24-39 CTS = 33-20-47 CTS = 38-25-37 Entropy = 2% Entropy = 11% Entropy = 1% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest ValuesValues Distribution Copyright 2011 Barrett Values Centre April 201142www.valuescentre.com
  • 43. Nedbank: Cultural Evolution Entropy Scores Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale. 25% 25% 20% 19% 17% 15% 14% 13% 13% 11% Entropy risk bands 10% 0 -10% Healthy functioning 11-20% Some problems 5% 21-30% Significant problems 31-40% Serious situation 41%+ Critical situation 0% 2005 2006 2007 2008 2009 2010 2011 43www.valuescentre.com
  • 44. Nedbank: Response Rate to Values Survey number of participants 24000 22102 Responses 20184 20000 18206 16000 14091 12000 10155 8000 6083 4000 1827 0 2005 2006 2007 2008 2009 2010 2011 28,898 employees in 2009 44www.valuescentre.com
  • 45. Nedbank: Staff Engagement Nedbank Staff Survey Scores 100% 79% 80% 71.5% 75.1% 71% 66.3% 67% 59.6% 60% 40% 20% 0% 2005 2006 2007 2008 2009 2010 2011 45www.valuescentre.com
  • 46. Nedbank: Impact on Financial Performance Closing share price (Rand) 160 140 120 134 136 130 124 100 80 100 96 60 78 40 20 0 2004 2005 2006 2007 2008 2009 2010 46www.valuescentre.com
  • 47. Nedbank: Impact on Financial Performance Revenue Rm (operating income) 25000 23630 20000 22428 22077 21570 18948 15000 15809 14027 10000 5000 0 2004 2005 2006 2007 2008 2009 2010 47www.valuescentre.com
  • 48. Leadership Values Assessments 48www.valuescentre.com
  • 49. Leadership Values Assessment The Leadership Values Assessment is a feedback instrument that compares a leader’s perception of the values he or she believes best describe his or her management/operational style with their colleagues’ perception of their management/operational style. The instrument also compares leader’s perception of their own strengths, and the behaviours that they believe they need to improve or stop, with the assessors’ perceptions and measures personal entropy. 49www.valuescentre.com
  • 50. Cultural Evolution Begins with Personal Evolution Culture Values Leader’s Values CVA Current Culture LV A Feedback 14 Assessors The culture of an organisation is a reflection of the leadership consciousness. PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 Cultural Entropy 38% Personal Entropy 64% 1. short-term focus (L) 13 Level 1 power (L) 11 Level 3 2. blame (L) 11 Level 2 blame (L) 10 Level 2 demanding (L) 10 Level 2 3. manipulation (L) 10 Level 2 manipulative (L) 10 Level 2 4. caution (L) 7 Level 1 experience 9 Level 3 5. cynicism (L) 7 Level 3 controlling (L) 8 Level 1 6. bureaucracy (L) 6 Level 3 arrogant (L) 7 Level 3 7. control (L) 6 Level 1 authoritarian (L) 6 Level 1 8. cost reduction 5 Level 1 exploitative (L) 6 Level 1 9. empire building (L) 5 Level 2 ruthless (L) 6 Level 1 10. image (L) 5 Level 3 11. long hours (L) 5 Level 3 50www.valuescentre.com
  • 51. Cultural Evolution Begins with Personal Evolution Culture Values Leader’s Values CVA Current Culture LV A Feedback 27 Assessors The culture of an organisation is a reflection of the leadership consciousness. PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Cultural Entropy 7% Personal Entropy 9% 1. customer satisfaction 16 Level 2 continuous learning 11 Level 4 2. commitment 11 Level 5 generosity 11 Level 5 3. continuous learning 11 Level 4 commitment 10 Level 5 4. making a difference 11 Level 6 positive attitude 10 Level 5 5. global perspective 9 Level 3 vision 10 Level 7 6. mentoring 9 Level 6 ambitious 9 Level 3 7. enthusiasm 8 Level 5 making a difference 8 Level 6 8. leadership development 8 Level 6 results orientation 8 Level 3 9. integrity 7 Level 5 honesty 7 Level 5 10. open communication 7 Level 2 integrity 7 Level 5 11. optimism 7 Level 5 intuition 7 Level 6 12. shared values 7 Level 5 leadership developer 7 Level 6 51www.valuescentre.com
  • 52. Personal Alignment of the Leaders When leaders change their beliefs and values (1), their behaviours change (2). This influences the culture of the group 1 2 (3), which in turn changes the behaviours of the group (4). Organisational transformation begins with the personal 3 4 transformation of the leaders. Organisations don’t transform. People do. Wilber’s Four Quadrants 52www.valuescentre.com
  • 53. Analysis of 100 Leaders from Australia, Belgium, Brazil, Canada, Czech Republic, France, Germany, India, The Netherlands, Norway, Peru, Poland, South Africa, Sweden, Trinidad & Tobago, Turkey, UK, USA, and Venezuela. 53www.valuescentre.com
  • 54. Personal entropy represents the degree of dysfunction of an individual Entropy Impact 0 -6% Healthy: Authentic individual. Decision-making not driven by fears. 7-10% Minor Issues: Requiring leaders to examine how their behaviours and actions are affecting people around them, their decision-making processes or their degree of work/life balance. 11-15% Significant Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals. 16-20% Serious Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals. 21%+ Critical Issues: Requiring leaders to examine how their behaviours might be compromising their personal integrity and their ability to inspire and lead the people around them. 54www.valuescentre.com
  • 55. Jeff Vader Jeffs Values Assessors Top 11 Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2Matching Level 1 Values PL = 10-0 | IRO (P) = 4-5-1 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 3-7-1 | IRO (L) = 0-0-0 How balance Level 6 Others Matches 5 balance (home/work) Level 4 (physical/emotional/m see Jeff balance Level 6 ental/spiritual) (physical/emotional/ compassion Level 7 mental/spiritual) empathy Level 6 empathy Level 6 employee development Level 4 fairness Level 5 forgiveness Level 7 internal community Level 5 builder humor/fun Level 5 nurturing Level 6 listener Level 2 personal relationships Level 2 mentoring Level 6How Jeff positive attitude Level 5 nurturing Level 6 sees trustworthy Level 5 personal relationships Level 2himself wisdom Level 7 positive attitude Level 5 Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = organisational Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008
  • 56. Jeff Vader Jeffs Assessors Values Values 10% 18% 7 7 C 30% 36% 6 6 40% 18% 5 5 T 10% 9% 4 4 0% 0% 3 0% 3 0% S 2 0% 10% 2 0% 18% 0% 0% Level of 1 1 0% 0% Personal 0% 20% 40% 60% Entropy 0% 20% 40% 60% CTS = 80-10-10 CTS = 72-9-19 Entropy = 0% Entropy = 0% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest ValuesLeadership Distribution Copyright 2008 Barrett Values Centre August 2008
  • 57. Jim Vader Jims Values Assessors Top 11 Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2Matching Values Level 1 PL = 10-0 | IRO (P) = 3-4-3 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 4-5-2 | IRO (L) = 0-0-0 How balance Level 6 balance Level 6 Others Matches 3 (physical/emotional/ (physical/emotional/m see Jim mental/spiritual) ental/spiritual) goals orientation Level 4 compassion Level 7 listener Level 2 employee fulfillment Level 6 mission focus Level 4 humor/fun Level 5 organisational growth Level 1 listener Level 2 perseverance Level 4 mentoring Level 6 respect Level 2 personal relationships Level 2 results orientation Level 3 positive attitude Level 5How Jim team player Level 4 strategic alliances Level 6 sees trustworthy Level 5 team player Level 4himself vision Level 7 Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = organisational Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008
  • 58. Jim Vader Jims Assessors Values Values 0% 18% 7 7 C 10% 36% 6 6 10% 18% 5 5 T 40% 9% 4 4 10% 0% 3 0% 3 0% S 2 0% 20% 2 0% 18% 10% 0% Level of 1 1 0% 0% Personal 0% 20% 40% 60% Entropy 0% 20% 40% 60% CTS = 20-40-40 CTS = 72-9-19 Entropy = 0% Entropy = 0% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest ValuesLeadership Distribution Copyright 2008 Barrett Values Centre August 2008
  • 59. Darth Vader Darths Values Assessors Top 11 Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2Matching Values 1 Level PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0 PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0 ambitious Level 3 achievement Level 3 Matches 2 courage Level 4 authoritarian (L) Level 1 creativity Level 5 being the best Level 3 How excellence Level 3 competitive (L) Level 2 Others integrity Level 5 demanding (L) Level 2 see long-term perspective Level 7 determination Level 4 Darth passion Level 5 excellence Level 3 results orientation Level 3 knowledge Level 4 strategic alliances Level 6 power (L) Level 3 How vision Level 7 results orientation Level 3 Darth risk-taking Level 4 seeshimself Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = organisational Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008
  • 60. Darth Vader Darths Assessors Values Values 20% 0% 7 7 C 10% 0% 6 6 30% 0% 5 5 T 10% 27% 4 4 30% 36% 3 0% 3 9% S 2 0% 0% 2 0% 18% 0% 0% Level of 1 1 0% 9% Personal 0% 20% 40% 60% Entropy 0% 20% 40% 60% CTS = 60-10-30 CTS = 0-27-73 Entropy = 0% Entropy = 36% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest ValuesLeadership Distribution Copyright 2008 Barrett Values Centre August 2008
  • 61. Impact of Personal Entropy Personal entropy represents the degree of dysfunction of an individual Entropy Impact 0 -6% Healthy: Authentic individual. Decision-making not driven by fears. 7-10% Minor Issues: Requiring leaders to examine how their behaviours and actions are affecting people around them, their decision-making processes or their degree of work/life balance. 11-15% Significant Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals. 16-20% Serious Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals. 21%+ Critical Issues: Requiring leaders to examine how their behaviours might be compromising their personal integrity and their ability to inspire and lead the people around them. 61www.valuescentre.com
  • 62. National and Regional Values Assessments 62www.valuescentre.com
  • 63. Stages in the Development of National Consciousness Positive Focus / Excessive Focus Global Sustainability Human Rights, Future Generations, Service Ecological Resilience. Strategic Alliances with Other Nations Making a difference Regional Collaboration, Environmental Awareness, Quality Of Life. Strong Cohesive National Identity Internal Cohesion Trust, Openness, Transparency, Shared Vision and Values, Fairness. Democratic Processes Transformation Equality, Freedom of Speech, Consensus, Adaptability, Accountability. Institutional Effectiveness Rule of Law, National Pride, Governmental Self-esteem Efficiency. Bureaucracy, Elitism, Power Social Stability Conflict Resolution, Racial Harmony, Rituals. Relationship Discrimination, Intolerance Economic Stability Survival Prosperity. Health, Defense, Social Safety Nets. Corruption, Greed, Violence 63www.valuescentre.com
  • 64. National/Regional Values Assessments Australia France Argentina Belgium Latvia Venezuela Bhutan South Africa Not statistically valid Brazil Spain (r) Sweden Requests from Canada United Arab Emirates Trinidad Switzerland Singapore Denmark New Zealand Israel United Kingdom (r) Hungary Finland Romania Slovakia USA Norway Iceland Puerto Rico Costa Rica Columbia Macedonia (r) As at Feb 2012 (r) = Region 64www.valuescentre.com
  • 65. Love, Fear and the Destiny of Nations Volume 1: Volume 2: The Impact of the Evolution of Building Successful Nations Consciousness on World Affairs and Communities May 2012 2013 65www.valuescentre.com
  • 66. Cultural Entropy in Nations 70 63% 60 56% 53% 54% 51% 50 47% 48% 43% 44% 40% 34% 32% 30 26% 21% 20 10 6% 0 Cultural entropy is a measure of the dysfunction, anxiety and fear in a social system. 66www.valuescentre.com
  • 67. Iceland 67www.valuescentre.com
  • 68. Iceland: August 2008 (635) What citizens believe is Personal Values Current Culture Values Desired Culture Values necessary Level 7 for the Level 6 country toTheLevel 5 that values achieve itsare Level 4 important to fullcitizens in their potential Level 3 personal lives. Level 2 Level 1 PL= 11-0 | IRS (P)= 6-5-0 | IRS (L)= 0-0-0 PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0 PL= 10-0 | IROS (P)= 3-2-3-2 | IROS (L)= 0-0-0-0 Matches 1. family 420 Level 2 1. materialistic (L) 419 Level 1 1. accountability 352 Level 4 PV - CC 0 2. honesty 297 Level 5 2. short-term focus (L) 324 Level 1 2. family 307 Level 2 CC - DC 0 PV - DC 4 3. responsibility 258 Level 4 3. educational opportunities 275 Level 3 3. employment opportunities 281 Level 1 4. accountability 225 Level 4 4. uncertainty 275 Level 1 4. financial stability 249 Level 1 about the future (L) 5. financial stability 185 Level 1 5. optimism 233 Level 5 5. corruption (L) 269 Level 1 6. trust 181 Level 5 6. dependable public services 228 Level 3 6. elitism (L) 264 Level 3 7. friendship 175 Level 2 7. honesty 222 Level 5 7. material needs 224 Level 1 8. positive attitude 175 Level 5 8. social responsibility 174 Level 4 8. wasted resources (L) 207 Level 3 9. humor/fun 158 Level 5 9. human rights 163 Level 7 9. gender discrimination (L) 196 Level 2 10. adaptability 155 Level 4 10. poverty reduction 160 Level 1 10. blame (L) 177 Level 2 11. respect 155 Level 2 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = organisational Orange = PV, CC & DC How citizens experience the country - What is working Blue = PV & DC (white circle) R = Relationship S = Societal well? What is undermining the sustainability Values Plot Copyright 2008 Barrett Values Centre September 2008 www.valuescentre.com of the country. 68
  • 69. Iceland: August 2008 (635) Personal Current Culture Desired Culture Values Values Values 8% 6% 11% 7 7 7 C 7% 7% 9% 6 6 6 24% 4% 18% 5 5 5 T 23% 12% 27% 4 4 4 8% 9% 11% 3 0% 3 12% 3 0% S 2 2% 17% 2 3% 13% 2 0% 11% 10% 5% 13% 1 2% 1 29% 1 0% 0% 20% 40% 0% 20% 40% 0% 20% 40% CTS = 39-23-38 CTS = 17-12-71 CTS = 38-27-35 Entropy = 4% Entropy = 54% Entropy = 0% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest ValuesValues Distribution Copyright 2008 Barrett Values Centre September 200869www.valuescentre.com
  • 70. Iceland: August 2008 (635) Potentially Limiting Values Potentially Limiting Values (votes) materialistic (419) short-term focus (324) uncertainty about the future (275) corruption (269) elitism (264) wasted resources (207) gender discrimination (196) blame (177) ethnic discrimination (171) bureaucracy (158) 70www.valuescentre.com
  • 71. Iceland 1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 VolunteersThemes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability 71 www.valuescentre.com
  • 72. USA 2009 72www.valuescentre.com
  • 73. USA: Group (1502) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 5-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-3-4-0 IROS (P)= 2-1-3-4 | IROS (L)= 0-0-0-0 Matches 1. family 691 2(R) 1. corruption (L) 748 1(O) 1. accountability 703 4(R) PV - CC 0 2. caring 657 2(R) 2. blame (L) 681 2(R) 2. concern for future 516 7(S) CC - DC 0 generations PV - DC 1 3. honesty 576 5(I) 3. bureaucracy (L) 681 3(O) 3. employment opportunities 497 1(O) Health 4. humor/fun 548 5(I) 4. crime/violence (L) 628 1(R) 4. caring for the elderly 467 4(S) Index (PL) 5. compassion 469 7(R) 5. uncertainty about the future 567 1(I) 5. affordable housing 429 1(O) PV: 11-0 (L) CC: 0-10 6. responsibility 461 4(I) 6. wasted resources (L) 552 3(O) 6. peace 429 7(S) DC: 10-0 7. friendship 407 2(R) 7. materialistic (L) 527 1(I) 7. caring for the disadvantaged 398 4(S) 8. respect 392 2(R) 8. unemployment (L) 466 1(O) 8. financial stability 368 1(I) 9. accountability 388 4(R) 9. conflict/aggression (L) 426 2(R) 9. quality of life 335 6(I) 10. independence 359 4(I) 10. poverty (L) 358 1(I) 10. poverty reduction 325 1(O) 11. patience 359 5(I) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = SocietalValues Plot Copyright 2009 Barrett Values Centre January 2009 73www.valuescentre.com
  • 74. USA: Group (1502) Personal Current Culture Desired Culture Values Values Values 9% 7% 17% 7 7 7 C 5% 9% 13% 6 6 6 27% 5% 14% 5 5 5 T 19% 13% 22% 4 4 4 11% 8% 12% 3 1% 3 13% 3 2% S 2 2% 18% 2 3% 12% 2 6% 1% 4% 4% 11% 1 3% 1 27% 1 2% 0% 20% 40% 0% 20% 40% 0% 20% 40% CTS = 41-19-40 CTS = 21-13-66 CTS = 44-22-34 Entropy = 6% Entropy = 52% Entropy = 5% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest ValuesValues Distribution Copyright 2009 Barrett Values Centre January 200974www.valuescentre.com
  • 75. Bhutan 75www.valuescentre.com
  • 76. Bhutan: Group (403) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 4-4-1 | IRS (L)= 1-0-0 IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0 Matches 1. friendship 180 2(R) 1. continuous improvement 195 4(O) 1. education 115 4(O) PV - CC 1 2. continuous learning 160 4(I) 2. environmental 104 1(O) 2. continuous improvement 113 4(O) CC - DC 6 protection PV - DC 2 3. compassion 128 7(R) 3. freedom of speech 113 4(O) 3. strict moral/religious 104 3(O) 4. caution (L) 122 1(I) codes 4. economic growth 107 1(O) Health Index (PL) 4. political rights 102 3(O) 5. sincerity 121 5(I) 5. social justice 100 4(S) PV: 9-1 CC: 11-0 5. education 100 4(O) 6. social justice 118 7(S) 6. contentment 93 5(I) DC: 10-0 6. nature conservancy 91 6(S) 7. self-discipline 102 1(I) 7. environmental protection 89 1(O) 7. shared vision 90 5(O) 8. optimism 95 5(I) 8. compassion 83 7(R) 8. information availability 88 3(O) 9. helpfulness 94 2(R) 9. full employment 82 3(O) 9. shared values 88 5(O) 10. caring 92 2(R) 10. strict moral/religious 82 3(O) codes 10. contentment 87 5(I) 11. social justice 87 4(S) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = SocietalValues Plot Copyright 2009 Barrett Values Centre January 2009 76www.valuescentre.com
  • 77. Bhutan: Group (403) Personal Current Culture Desired Culture Values Values Values 14% 9% 11% 7 7 7 C 10% 10% 10% 6 6 6 25% 18% 17% 5 5 5 T 19% 32% 31% 4 4 4 10% 13% 12% 3 2% 3 1% 3 1% S 2 1% 12% 2 1% 8% 2 1% 8% 5% 8% 8% 1 3% 1 2% 1 2% 0% 20% 40% 0% 20% 40% 0% 20% 40% CTS = 49-19-32 CTS = 37-32-31 CTS = 38-31-31 Entropy = 6% Entropy = 4% Entropy = 4% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest ValuesValues Distribution Copyright 2009 Barrett Values Centre January 200977www.valuescentre.com
  • 78. To Get a Copy of this Presentation Go to Slideshare: http://www.slideshare.net/BarrettValues 78www.valuescentre.com