A Global Perspective on Values Developmentphil@valuescentre.com – January 2011<br />
Hello my name is Phil, I am very happy to be here.<br />Hej mitt namn är Phil, jag är mycket glad att vara här<br />
I have a question for you.....<br />Jag har en fråga till dig .....<br />
If your email in-box is empty, your task list is complete, all your projects have come to successful conclusion, your rela...
Me too<br />Jag också<br />
Relax your shoulders.  Take a deep breath.<br />Slappna av i axlarna. Ta ett djupt andetag.<br />
Now we will take a few minutes to slow down our thoughts.......  keep breathing<br />Nu kommer vi att ta några minuter att...
The purpose of our lives is to be happy<br />Happiness is the extent to which you live in love, as opposed to living in fe...
Values – The building blocks of culture<br />
1. client satisfaction  <br />2. making a difference<br />3. integrity <br />4. teamwork <br />5. humour/fun <br />6. qual...
1. confusion (L)<br />2. blame (L)<br />3. manipulation (L)<br />4. power (L)<br />5. bureaucracy (L)<br />6. internal com...
Values under Pressure<br />
Iceland<br />2007<br />Entropy 54%<br />August 2007<br />
Latvia<br />Latvia Government dissolved after failure to agree budget - 2007<br />
Latvian and Russian Desired Culture<br />Latvian desired culture<br />Russian desired culture<br />
title<br />
The Value of Values<br />Latvia Sustainable Development Strategy until 2030<br />http://www.latvija2030.lv/page/320<br />
The Big Society<br />All the managers and leaders [of the successful projects] aim to develop new services and policies wi...
Organisational transformation starts with the personal transformation of the leaders<br />
It all starts with me<br />
Values Beliefs & Behaviours<br />1) Choose three values that are important to you in your life<br />2) What are your belie...
Värderingar, övertygelserochbeteenden<br />1) Välj tre värdeord i listan nedan som är viktiga för dig i ditt liv. <br />2)...
Five Modes of Decision Making<br />Six<br />
Six Modes of Decision Making<br />Your soul is calling.  You need to do this!<br />Inspiration<br />Based on what wants to...
Values<br />Values- A shorthand method of describing our individual and collective motivations and what is important to us...
Culture<br />The way things are done around here<br />The culture of an organisation or any group of individuals is a refl...
Maslow’s Needs to Barrett’s Consciousness<br />Self-Actualization <br />Know and Understand<br />Know and Understand<br />...
7 Levels of Organisational Consciousness<br />Positive Focus / Excessive Focus <br />Service To Humanity and the Planet<br...
7 Levels & Sustainability<br />People - Society<br />Service<br />Planet - Environment <br />Making a Difference<br />Cult...
Where are you?<br />
Survey Questions<br />1) Personal Values<br />Please select ten of the following values/behaviours that most reflect who y...
CBT Staff (154)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br ...
Cost of Limiting Values<br />Short-term Focus									£3,489,818<br />Confusion											£3,178,636<br />Bureaucracy (unn...
Barrett Values Centre: Group (15)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level ...
SALAR Story - Christine<br />
Measurement Matters<br />The Barrett Model<br />1998<br />
Working with Whole the organisation<br />Implementing Whole-System Change<br />2006<br />
Cultural Evolution – Whole System Change<br />Values<br />Behaviors<br />Personality<br />Individual values and beliefs<br...
Organisational transformation starts with the personal transformation of the leaders<br />
Seven Levels of Leadership <br />Positive Focus/Excessive Focus<br />Wisdom/ Visionary<br />SERVICE TO HUMANITY<br />Long ...
The Leader and the Vision<br />The leader must be able to answer the questions <br /><ul><li>  Who am I?
  Why am I here?
  What is my purpose?
  What is my vision?</li></ul>If the leader cannot lead him/herself then how can they lead an organisation?<br /><ul><li> ...
  Why are we here?
  What is our purpose?
  What is our vision?</li></li></ul><li>What is holding you back from expanding your vision and contribution?<br />What qu...
Underlying Fears that Drive Deficiency Needs<br />Level 3 – I am not enough<br />I do not have enough power, authority or ...
Cultural Evolution Begins with Personal Evolution<br />The culture ofan organisationis a reflectionof the leadership consc...
Cultural Evolution Begins with Personal Evolution<br />The culture ofan organisationis a reflectionof the leadershipconsci...
Democratising Leadership<br />2006<br />
Book dedication<br />Dedicated to <br />My Mother<br />Gwendoline <br />Olive Barrett<br />1910 - 2010<br />... and 15 Day...
The New Leadership Paradigm<br />A Shift from “I” to “We”<br />Ultimately, the problems of existence that we collectively ...
From the Big Bang…		to the Present Day<br />Stage 1<br />Entities learn how to become viable and independent in their fram...
Stage 3 External Cohesion: Viable independent group structures then cooperate with each other to form a higher order entit...
Leadership Development Learning System<br />The Journals and Workbooks<br />The Web Site<br />The Book<br />
Full Spectrum Leadership (Self Assessment)<br />http://www.valuescentre.com/resources/?sec=exercises<br />
National Values Assessments<br />
Stages in the Development of National Consciousness<br />Excessive Focus<br />Positive Focus / <br />7<br />6<br />5<br />...
National/Regional Values Assessments <br />Denmark<br />Latvia<br />Sweden<br />Canada<br />Iceland<br />Bhutan<br />USA<b...
National Values Assessments: Outcomes<br />Latvia 2030: Sustainable development strategy based on the values of the people...
Sverige 2010+<br />SVERIGE 2010+<br />STUDIE OM SVERIGES KULTUR OCH VÄRDEGRUND19 maj 2010 <br />Sponsor av Sverige 2010+<b...
Förra året gjorde vi Sverige 2009+, nu har vi Sverige 2010+<br />http://www.preera.se/preera/sv/sverigestudien<br />
Stories of social measurement and change from around the world – continually updated blog <br />To get a copy:    http://b...
Survey Questions<br />1) Personal Values<br />Please select ten of the following values/behaviours that most reflect who y...
Cultural Entropy: Risk Bands<br />< 10%  Prime: This a low level of entropy and augurs well for the future.<br />11%-20%  ...
Argentina<br />2001<br />Entropy ≈60%<br />
Argentina<br />Argentina  financial crisis 2001<br />
Denmark: Group (923)                                       2008 <br />Personal Values<br />Current Culture Values<br />Des...
Denmark<br />Denmark - Mohammed cartoon protests 2005 (freedom of speech) <br />
Iceland<br />2008<br />Entropy 54%<br />
Iceland<br />Iceland Economic Collapse 2008<br />
Iceland National Assessment (1094)                     2010<br />Personal Values<br />Current Culture Values<br />Desired ...
Iceland<br />Iceland National Assembly 2009/2010<br />1200 Citizens  +  300 Government, NGOs & Institution Leaders  +  500...
USA National Assessment (1502)<br />2009<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br /...
USA National Assessment (1504)                       2010<br />Personal Values<br />Current Culture Values<br />Desired Cu...
USA 2009<br />US Government forced to bail out banks and industry -2007 / 2008<br />
Swedish National (1016)                                     2009<br />Personal Values<br />Current Culture Values<br />Des...
Sverige 2010+ Personliga värderingar och samhällskultur<br />Personal Values<br />Current Culture Values<br />Desired Cult...
Swedish National (1002)                                     2010<br />Personal Values<br />Current Culture Values<br />Des...
Canadian National Assessment: Group (1250)        2009       <br />Personal Values<br />Current Culture Values<br />Desire...
Bhutan: Group (403)                                          2007<br />Personal Values<br />Current Culture Values<br />De...
Bhutan<br />Bhutan prioritise *GNH above GDP<br />(*Gross National Happiness)<br />
Finland National Assessment (1008)                     2010<br />Personal Values<br />Current Culture Values<br />Desired ...
Entropy Percentages by Nation<br />Cultural entropy is a measure of dysfunction or toxic energy in a system<br />
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Global Values Development Phil Clothier BVC at SALAR Stockholm Jan 2011

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  • http://en.wikipedia.org/wiki/Jyllands-Posten_Muhammad_cartoons_controversy
  • http://en.wikipedia.org/wiki/Gross_National_HappinessThe pictures on the outside of the graphic are Bhutan citizens taking the CTT Values Assessment.
  • Global Values Development Phil Clothier BVC at SALAR Stockholm Jan 2011

    1. 1. A Global Perspective on Values Developmentphil@valuescentre.com – January 2011<br />
    2. 2. Hello my name is Phil, I am very happy to be here.<br />Hej mitt namn är Phil, jag är mycket glad att vara här<br />
    3. 3. I have a question for you.....<br />Jag har en fråga till dig .....<br />
    4. 4. If your email in-box is empty, your task list is complete, all your projects have come to successful conclusion, your relationships at home and at work are in great shape & you feel in a place of perfect peace and calm ....<br />.......... please raise your hand.<br />Om din email låda är tom, din åtgärdslista avklarad, alla dina projekt framgångsrikt genomförda, dina relationer hemma och på jobbet är på topp och du känner dig perfekt, lugn och i harmoni ....... <br />....... vänligen, räck upp din hand!<br />
    5. 5. Me too<br />Jag också<br />
    6. 6. Relax your shoulders. Take a deep breath.<br />Slappna av i axlarna. Ta ett djupt andetag.<br />
    7. 7. Now we will take a few minutes to slow down our thoughts....... keep breathing<br />Nu kommer vi att ta några minuter att sakta ner våra tankar ....... Fortsätt andas<br />
    8. 8.
    9. 9.
    10. 10. The purpose of our lives is to be happy<br />Happiness is the extent to which you live in love, as opposed to living in fear.<br />Dalai Lama<br />Phil<br />Clothier<br />
    11. 11.
    12. 12.
    13. 13. Values – The building blocks of culture<br />
    14. 14. 1. client satisfaction <br />2. making a difference<br />3. integrity <br />4. teamwork <br />5. humour/fun <br />6. quality <br />7. ethics<br />8. financial stability <br />1. blame L<br />2. short term focus L<br />3. internal competition L<br />4. buck passing L<br />5. risk averse L<br />6. customer satisfaction<br />7. information hoarding L<br />8. profit <br />What is culture?<br />Talent<br />Financial <br />viability<br />Excellence<br />Ethics<br />Resilience<br />
    15. 15. 1. confusion (L)<br />2. blame (L)<br />3. manipulation (L)<br />4. power (L)<br />5. bureaucracy (L)<br />6. internal competition (L)<br />7. job insecurity (L)<br />8. information hoarding (L)<br />9. control (L)<br />10. exploitation (L)<br />11. hierarchy (L)<br />12. long hours (L)<br />1. partnerships<br />2. community involvement<br />3. customer focus<br />4. accessible to everyone<br />5. working together<br />6. bureaucracy (L)<br />7. public service ethic<br />8. making a difference<br />9. flexibility<br />10. achievement<br />11. environmental awareness<br />What is culture?<br />Cultural Entropy 18%<br />Cultural Entropy 68%<br />Government Departments<br />
    16. 16. Values under Pressure<br />
    17. 17.
    18. 18. Iceland<br />2007<br />Entropy 54%<br />August 2007<br />
    19. 19. Latvia<br />Latvia Government dissolved after failure to agree budget - 2007<br />
    20. 20.
    21. 21. Latvian and Russian Desired Culture<br />Latvian desired culture<br />Russian desired culture<br />
    22. 22. title<br />
    23. 23. The Value of Values<br />Latvia Sustainable Development Strategy until 2030<br />http://www.latvija2030.lv/page/320<br />
    24. 24. The Big Society<br />All the managers and leaders [of the successful projects] aim to develop new services and policies with rather than for the people.<br /> Christian Bason, <br />Mindlab, Denmark<br />
    25. 25. Organisational transformation starts with the personal transformation of the leaders<br />
    26. 26. It all starts with me<br />
    27. 27. Values Beliefs & Behaviours<br />1) Choose three values that are important to you in your life<br />2) What are your beliefs that support these values <br />3) What behaviours do you exhibit that support these values<br />Accountability<br />Achievement<br />Balance (home/work)<br />Commitment<br />Compassion<br />Competence<br />Continuous learning<br />Cooperation<br />Courage<br />Creativity<br />Enthusiasm<br />Efficiency<br />Ethics<br />Excellence<br />Fairness<br />Family<br />Financial gain<br />Friendships<br />Future generations<br />Health<br />Honesty<br />Humor/fun<br />Independence<br />Integrity<br />Initiative<br />Intuition<br />Making a difference<br />Open communication<br />Openness<br />Personal fulfillment<br />Personal growth<br />Power<br />Respect<br />Responsibility<br />Risk-taking<br />Self-discipline<br />Success<br />Trust<br />Wisdom<br />
    28. 28. Värderingar, övertygelserochbeteenden<br />1) Välj tre värdeord i listan nedan som är viktiga för dig i ditt liv. <br />2) Vilka övertygelser har du som stödjer detta värdeord?<br />3) Vilkabeteendenuppvisar du somstödjerdettavärdeord?<br />Ansvar<br />Balans (hem/arbete)<br />Effektivitet<br />Ekonomisk vinning<br />Engagemang<br />Entusiasm<br />Etik<br />Excellens<br />Familj<br />Framgång<br />Framtida generationer<br />Göra skillnad/något betydelsefullt<br />Humor/glädje<br />Hälsa<br />Initiativ<br />Integritet<br />Intuition<br />Kompetens<br />Kreativitet<br />Makt<br />Medkänsla<br />Mod<br />Personlig utveckling<br />Prestation<br />Respekt<br />Risktagande<br />Rättvisa<br />Samarbete<br />Självdisciplin<br />Självförverkligande<br />Självständighet<br />Ständigt lärande<br />Tillit och förtroende<br />Vishet<br />Vänskap<br />Ärlighet<br />Öppen kommunikation<br />Öppenhet<br />
    29. 29. Five Modes of Decision Making<br />Six<br />
    30. 30. Six Modes of Decision Making<br />Your soul is calling. You need to do this!<br />Inspiration<br />Based on what wants to emerge.<br />Tap into the collective unconscious<br />Intuition<br />Future orientation. Consciously creating the future. <br />Values<br />Based on past: Considered response. Pause between event and response.<br />Conscious Beliefs<br />Based on past: Learned reaction. Action precedes thought.<br />Sub Conscious Beliefs<br />Instincts<br />Based on past: DNA encoded reaction. Action precedes thought.<br />
    31. 31. Values<br />Values- A shorthand method of describing our individual and collective motivations and what is important to us.<br />Values can be positive or potentially limiting.<br />Positive Values: trust, creativity, passion, honesty, integrity, clarity<br />Potentially Limiting Values: power, blame, greed, status, being liked<br />
    32. 32. Culture<br />The way things are done around here<br />The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group. <br />
    33. 33. Maslow’s Needs to Barrett’s Consciousness<br />Self-Actualization <br />Know and Understand<br />Know and Understand<br />Abraham Maslow <br />Richard Barrett<br />Self-esteem<br />Love & Belonging<br />Safety <br />Physiological <br />Needs<br />Consciousness<br />
    34. 34. 7 Levels of Organisational Consciousness<br />Positive Focus / Excessive Focus <br />Service To Humanity and the Planet<br />Social responsibility, future generations, long-term perspective, ethics, compassion, humility<br />Service<br />Strategic Alliances and Partnerships<br />Environmental awareness, community involvement, employee fulfilment, coaching/mentoring<br />Making a Difference<br />Building Internal Community<br />Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency <br />Internal Cohesion<br />Continuous Renewal and Learning<br />Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth<br />Transformation<br />High Performance<br />Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency<br />Self-esteem<br />Employee Recognition<br />Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame<br />Relationship<br />Financial Stability<br />Shareholder value, organisational growth, <br />employee health, safety. Control, corruption, greed<br />Survival<br />
    35. 35. 7 Levels & Sustainability<br />People - Society<br />Service<br />Planet - Environment <br />Making a Difference<br />Cultural Alignment<br />Internal Cohesion<br />Continuous renewal<br />Transformation<br />Organisational effectiveness<br />Self-esteem<br />Harmonious relationships<br />Relationship<br />Profit - Economic stability<br />Survival<br />
    36. 36. Where are you?<br />
    37. 37. Survey Questions<br />1) Personal Values<br />Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become. <br />2) Current NationalCulture Values<br />Please select ten of the following values/behaviours that most reflect how your organisation currently operates. <br />3) Desired NationalCulture Values<br />Please select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.<br />
    38. 38. CBT Staff (154)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0<br />PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0<br />PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 1<br />PV - DC 1<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2008 Barrett Values Centre<br />August 2008<br />
    39. 39.
    40. 40. Cost of Limiting Values<br />Short-term Focus £3,489,818<br />Confusion £3,178,636<br />Bureaucracy (unnecessary) £1,799,618<br />Empire Building £1,764,682<br />Information Hoarding £1,634,045<br />Sickness and Leavers £834,225<br />Hierarchical £624,327<br />Long Hours £187,909<br />Total Entropy (potential business value) £13,504,261<br />Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.<br />Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.<br />
    41. 41. Barrett Values Centre: Group (15)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IROS (P)= 3-1-7-1 | IROS (L)= 0-0-1-0<br />IROS (P)= 1-3-5-0 | IROS (L)= 0-0-0-0<br />IRS (P)= 4-1-1 | IRS (L)= 0-0-0<br />Matches<br />PV - CC 3<br />CC - DC 6<br />PV - DC 2<br />Health Index (PL)<br />PV: 6-0<br />CC: 12-1<br />DC: 9-0<br />Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />December 2010<br />
    42. 42. SALAR Story - Christine<br />
    43. 43. Measurement Matters<br />The Barrett Model<br />1998<br />
    44. 44. Working with Whole the organisation<br />Implementing Whole-System Change<br />2006<br />
    45. 45. Cultural Evolution – Whole System Change<br />Values<br />Behaviors<br />Personality<br />Individual values and beliefs<br />Character<br />Individual behaviors<br />Individual<br />Personal Alignment<br />Fredrik Reinfeldt<br />Values Alignment<br />Mission Alignment<br />Collective<br />Structural Alignment<br />Culture<br />Group values and beliefs<br />Social Structures<br />Group behaviors<br />Sweden<br />Thank you Ken Wilber<br />
    46. 46. Organisational transformation starts with the personal transformation of the leaders<br />
    47. 47. Seven Levels of Leadership <br />Positive Focus/Excessive Focus<br />Wisdom/ Visionary<br />SERVICE TO HUMANITY<br />Long –term perspective. Future generations. Ethics.<br />COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY<br />Strategic alliances. Employee fulfilment. Environmental stewardship.<br />Mentor/ Partner<br />DEVELOPMENT OF CORPORATE COMMUNITY<br />Positive, creative corporate culture. Shared vision and values.<br />Integrator/ Inspirer<br />Facilitator/ Influencer<br />CONTINUOUS RENEWAL<br />Promotes learning and innovation. Team builder. Empowers others.<br />Manager/ Organiser<br />BEING THE BEST, BEST PRACTICE<br />Productivity. Efficiency. Quality. Systems and processes.<br />Bureaucracy. Complacency.<br />Relationship Manager<br />RELATIONSHIPS SUPPORTING CORPORATE NEEDS<br />Good communication between employees, customers and suppliers.<br />Manipulation. Blame.<br />Crisis Director<br />PURSUIT OF PROFIT & SHAREHOLDER VALUE<br />Able to manage adversity. Directive. Willing to take charge.<br />Exploitation. Over-control.<br />
    48. 48. The Leader and the Vision<br />The leader must be able to answer the questions <br /><ul><li> Who am I?
    49. 49. Why am I here?
    50. 50. What is my purpose?
    51. 51. What is my vision?</li></ul>If the leader cannot lead him/herself then how can they lead an organisation?<br /><ul><li> Who are we?
    52. 52. Why are we here?
    53. 53. What is our purpose?
    54. 54. What is our vision?</li></li></ul><li>What is holding you back from expanding your vision and contribution?<br />What qualities would you need to embrace to step into a larger role in the world?<br />Courage<br />The ability to overcome your fears … and do it anyhow.<br />
    55. 55. Underlying Fears that Drive Deficiency Needs<br />Level 3 – I am not enough<br />I do not have enough power, authority or respect to satisfy my need for self-esteem<br />Level 2 – I am not loved enough<br />I do not have enough love, caring, attention, etc, to satisfy my need for belonging <br />Level 1 – I don’t have enough<br />I do not have enough money, safety, protection, health, food, etc, to satisfy my need for survival<br />
    56. 56. Cultural Evolution Begins with Personal Evolution<br />The culture ofan organisationis a reflectionof the leadership consciousness.<br />CVA Current Culture <br />LV A Feedback 14 Assessors<br />Cultural Entropy 38%<br />Personal Entropy 64%<br />PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0<br />PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0<br />
    57. 57. Cultural Evolution Begins with Personal Evolution<br />The culture ofan organisationis a reflectionof the leadershipconsciousness.<br />CVA Current Culture<br />LV A Feedback 27 Assessors<br />PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0<br />Cultural Entropy 7%<br />Personal Entropy 9%<br />PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0<br />
    58. 58. Democratising Leadership<br />2006<br />
    59. 59. Book dedication<br />Dedicated to <br />My Mother<br />Gwendoline <br />Olive Barrett<br />1910 - 2010<br />... and 15 Days<br />
    60. 60. The New Leadership Paradigm<br />A Shift from “I” to “We”<br />Ultimately, the problems of existence that we collectively face are issues of personal consciousness, and the crisis we face is a crisis of leadership. <br />We will only get beyond this stage of our collective evolution if we can put aside our narrow self-interests, focus on the whole system, and build a values-driven framework of policies that support the common good. <br />
    61. 61. From the Big Bang… to the Present Day<br />Stage 1<br />Entities learn how to become viable and independent in their frameworks of existence.<br />Stage 2 <br />As life conditions become more complex, viable independent entities bond with each other to create a group structures. <br />Stage 3 <br />Viable independent group structures then cooperate with each other to form a higher order entity. <br />Energy Atoms MoleculesCells Organisms CreaturesHomo sapiens<br />
    62. 62. Stage 3 External Cohesion: Viable independent group structures then cooperate with each other to form a higher order entity. <br />Stage 2 Internal Cohesion: Viable independent entities then bondwith each other to create a group structure. <br />Stage 1 Personal Mastery: An entity learns how to become viable and independent in its framework of existence. <br />Framework of Evolution & The Barrett Model<br />
    63. 63. Leadership Development Learning System<br />The Journals and Workbooks<br />The Web Site<br />The Book<br />
    64. 64. Full Spectrum Leadership (Self Assessment)<br />http://www.valuescentre.com/resources/?sec=exercises<br />
    65. 65. National Values Assessments<br />
    66. 66. Stages in the Development of National Consciousness<br />Excessive Focus<br />Positive Focus / <br />7<br />6<br />5<br />4<br />3<br />Bureaucracy, Central Control, Elitism. <br />2<br />Inequality, Discrimination, Intolerance. <br />1<br />Corruption, Violence, Poverty, Greed.<br />
    67. 67. National/Regional Values Assessments <br />Denmark<br />Latvia<br />Sweden<br />Canada<br />Iceland<br />Bhutan<br />USA<br />Belgium<br />Australia<br />UK North West)<br />Brazil<br />Finland<br />Venezuela<br />Argentina <br />Macedonia (Skopje) <br />Spain (Extremadura)<br />
    68. 68. National Values Assessments: Outcomes<br />Latvia 2030: Sustainable development strategy based on the values of the people. Highest planning document in Latvian Government<br />Australia National Conversation: Corporations, Government NGOs and Citizens.<br />Iceland National Assembly. 1300 citizens from voting register chosen to help government rebuild a values driven nation.<br />Belgium Assessment under the Protection of the Royal Family. Politicians and mayors engaged in the dialogue with people. <br />
    69. 69. Sverige 2010+<br />SVERIGE 2010+<br />STUDIE OM SVERIGES KULTUR OCH VÄRDEGRUND19 maj 2010 <br />Sponsor av Sverige 2010+<br />corporate missions ab<br />
    70. 70. Förra året gjorde vi Sverige 2009+, nu har vi Sverige 2010+<br />http://www.preera.se/preera/sv/sverigestudien<br />
    71. 71. Stories of social measurement and change from around the world – continually updated blog <br />To get a copy: http://bit.ly/eL9zQF<br />
    72. 72. Survey Questions<br />1) Personal Values<br />Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become. <br />2) Current NationalCulture Values<br />Please select ten of the following values/behaviours that most reflect how your society currently operates. <br />3) Desired NationalCulture Values<br />Please select ten of the following values/behaviours that you would most like to see reflected in your nation.<br />
    73. 73. Cultural Entropy: Risk Bands<br />< 10% Prime: This a low level of entropy and augurs well for the future.<br />11%-20% Minor Issues: Some degree of dissatisfaction with the current culture that requires discussion and dialogue and could lead to potential unrest if left unresolved<br />21%-30% Significant Issues: Potential unease among the population and/or potential conflict situations that need to be addressed<br />31%-40% Serious Issues: Unresolved issues that, if left unaddressed, could lead to social unrest<br />41%-50% Critical Issues: Leadership issues that, if left unaddressed, could lead to a change in government<br />> 50% Culture in Crisis: Leadership issues that could lead to civil disobedience and social unrest. This indicates a need for a change in policy that could also be accompanied by a change in government<br />
    74. 74. Argentina<br />2001<br />Entropy ≈60%<br />
    75. 75. Argentina<br />Argentina financial crisis 2001<br />
    76. 76. Denmark: Group (923) 2008 <br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />PL= 10-0 | IRS (P)= 4-6-0 | IRS (L)= 0-0-0<br />PL= 7-3 | IROS (P)= 3-1-2-1 | IROS (L)= 1-0-2-0<br />PL= 10-0 | IROS (P)= 3-1-2-4 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 6<br />PV - DC 0<br />Entropy 21%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2008 Barrett Values Centre<br />September 2008<br />
    77. 77. Denmark<br />Denmark - Mohammed cartoon protests 2005 (freedom of speech) <br />
    78. 78. Iceland<br />2008<br />Entropy 54%<br />
    79. 79. Iceland<br />Iceland Economic Collapse 2008<br />
    80. 80. Iceland National Assessment (1094) 2010<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IROS (P)= 0-0-0-1 | IROS (L)= 2-3-4-0<br />IROS (P)= 2-3-4-1 | IROS (L)= 0-0-0-0<br />IRS (P)= 5-5-0 | IRS (L)= 0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 0<br />PV - DC 3<br />Health Index (PL)<br />PV: 10-0<br />CC: 1-9<br />DC: 10-0<br />Entropy 63%<br />Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />September 2010<br />
    81. 81. Iceland<br />Iceland National Assembly 2009/2010<br />1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers<br />Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability<br />
    82. 82. USA National Assessment (1502)<br />2009<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IRS (P)= 5-6-0 | IRS (L)= 0-0-0<br />IROS (P)= 0-0-0-0 | IROS (L)= 3-3-4-0<br />IROS (P)= 2-1-3-4 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 0<br />PV - DC 1<br />Health Index (PL)<br />PV: 11-0<br />CC: 0-10<br />DC: 10-0<br />Entropy 52%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2009 Barrett Values Centre<br />January 2009<br />
    83. 83. USA National Assessment (1504) 2010<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IRS (P)= 4-6-0 | IRS (L)= 0-0-0<br />IROS (P)= 0-0-1-0 | IROS (L)= 2-3-4-0<br />IROS (P)= 1-1-4-4 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 0<br />PV - DC 2<br />Health Index (PL)<br />PV: 10-0<br />CC: 1-9<br />DC: 10-0<br />Entropy 58%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />January 2010<br />
    84. 84. USA 2009<br />US Government forced to bail out banks and industry -2007 / 2008<br />
    85. 85. Swedish National (1016) 2009<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IRS (P)= 5-5-0 | IRS (L)= 0-0-0<br />IROS (P)= 0-1-1-4 | IROS (L)= 1-0-3-0<br />IROS (P)= 2-0-3-5 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 4<br />PV - DC 2<br />Health Index (PL)<br />PV: 10-0<br />CC: 6-4<br />DC: 10-0<br />Entropy 31%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2009 Barrett Values Centre<br />February 2009<br />
    86. 86. Sverige 2010+ Personliga värderingar och samhällskultur<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IROS (P)= 0-1-1-3 | IROS (L)= 1-1-3-0<br />IROS (P)= 3-0-2-5 | IROS (L)= 0-0-0-0<br />IRS (P)= 5-5-0 | IRS (L)= 0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 1<br />PV - DC 2<br />Health Index (PL)<br />PV: 10-0<br />CC: 5-5<br />DC: 10-0<br />Entropy 34%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organisational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />March 2010<br />
    87. 87. Swedish National (1002) 2010<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IRS (P)= 5-5-0 | IRS (L)= 0-0-0<br />IROS (P)= 0-1-1-3 | IROS (L)= 1-1-3-0<br />IROS (P)= 3-0-2-5 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 1<br />PV - DC 2<br />Health Index (PL)<br />PV: 10-0<br />CC: 5-5<br />DC: 10-0<br />Entropy 34%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />March 2010<br />
    88. 88. Canadian National Assessment: Group (1250) 2009 <br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IRS (P)= 5-5-0 | IRS (L)= 0-0-0<br />IROS (P)= 1-0-2-1 | IROS (L)= 1-1-4-0<br />IROS (P)= 0-1-5-4 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 1<br />PV - DC 0<br />Health Index (PL)<br />PV: 10-0<br />CC: 4-6<br />DC: 10-0<br />Entropy 32%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2009 Barrett Values Centre<br />May 2009<br />
    89. 89. Bhutan: Group (403) 2007<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IRS (P)= 4-4-1 | IRS (L)= 1-0-0<br />IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0<br />IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 1<br />CC - DC 6<br />PV - DC 2<br />Health Index (PL)<br />PV: 9-1<br />CC: 11-0<br />DC: 10-0<br />Entropy 4%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2009 Barrett Values Centre<br />January 2009<br />
    90. 90. Bhutan<br />Bhutan prioritise *GNH above GDP<br />(*Gross National Happiness)<br />
    91. 91. Finland National Assessment (1008) 2010<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IROS (P)= 0-1-2-1 | IROS (L)= 2-0-4-0<br />IROS (P)= 3-1-4-2 | IROS (L)= 0-0-0-0<br />IRS (P)= 6-5-0 | IRS (L)= 0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 2<br />PV - DC 1<br />Health Index (PL)<br />PV: 11-0<br />CC: 4-6<br />DC: 10-0<br />Entropy 48%<br />Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />November 2010<br />
    92. 92. Entropy Percentages by Nation<br />Cultural entropy is a measure of dysfunction or toxic energy in a system<br />
    93. 93. The Economic Meltdown<br />What we are currently experiencing is not a market shakeout or a technology shift. <br />It is the breakdown of an unsustainable economic paradigm that threatens the global sustainability of human society. <br />The problems of existence have become global while the systems and processes we have for dealing with them are national. <br />Richard Barrett<br />
    94. 94. Estimated Cost of Entropy – National GDP<br />NB. Initial estimates based on calculation methods used for organisations. More research being done in this area.<br />
    95. 95. Values Based Education – Prof Terry Lovat<br />Improved student-teacher relationships <br />Improved student & teacher wellbeing <br />Calmer environment with less conflict <br />Higher student self-belief and self-esteem <br />Rise in levels of politeness and courtesy, open friendliness, better manners, offers of help, and students being more kind and considerate <br />Oh and by the way - Greater student academic diligence <br />
    96. 96. The purpose of our lives is to be happy<br />Happiness is the extent to which you live in love, as opposed to living in fear.<br />Dalai Lama<br />Phil<br />Clothier<br />
    97. 97. To Get More Information – Phil Clothier<br />For this presentation: <br /><ul><li>http://www.slideshare.net/BarrettValues</li></ul>For Stories of Social Measurement and Change:<br /><ul><li>http://www.bit.ly/eL9zQF</li></ul>For information on Barrett Values Centre:<br /><ul><li>http://www.valuescentre.com</li></ul>For the New Leadership Paradigm Learning System:<br /><ul><li>http://www.newleadershipparadigm.com</li></ul>For the On-line Values Journal:<br /><ul><li>http://www.valuesjournal.com</li></ul>For my Blog: <br /><ul><li>http://philclothier.posterous.com/</li></ul>For Twitter:<br /><ul><li>http://www.twitter.com/philclothier</li>
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