Global Values Development Phil Clothier BVC at SALAR Stockholm Jan 2011

A Global Perspective on Values Developmentphil@valuescentre.com – January 2011

Hello my name is Phil, I am very happy to be here.
Hej mitt namn är Phil, jag är mycket glad att vara här

I have a question for you.....
Jag har en fråga till dig .....

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 ....
.......... please raise your hand.
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 .......
....... vänligen, räck upp din hand!

Me too
Jag också

Relax your shoulders. Take a deep breath.
Slappna av i axlarna. Ta ett djupt andetag.

Now we will take a few minutes to slow down our thoughts....... keep breathing
Nu kommer vi att ta några minuter att sakta ner våra tankar ....... Fortsätt andas

The purpose of our lives is to be happy
Happiness is the extent to which you live in love, as opposed to living in fear.
Dalai Lama
Phil
Clothier

Values – The building blocks of culture

1. client satisfaction
2. making a difference
3. integrity
4. teamwork
5. humour/fun
6. quality
7. ethics
8. financial stability
1. blame L
2. short term focus L
3. internal competition L
4. buck passing L
5. risk averse L
6. customer satisfaction
7. information hoarding L
8. profit
What is culture?
Talent
Financial
viability
Excellence
Ethics
Resilience

1. confusion (L)
2. blame (L)
3. manipulation (L)
4. power (L)
5. bureaucracy (L)
6. internal competition (L)
7. job insecurity (L)
8. information hoarding (L)
9. control (L)
10. exploitation (L)
11. hierarchy (L)
12. long hours (L)
1. partnerships
2. community involvement
3. customer focus
4. accessible to everyone
5. working together
6. bureaucracy (L)
7. public service ethic
8. making a difference
9. flexibility
10. achievement
11. environmental awareness
What is culture?
Cultural Entropy 18%
Government Departments

Values under Pressure

Iceland
2007
Entropy 54%
August 2007

Latvia
Latvia Government dissolved after failure to agree budget - 2007

Latvian and Russian Desired Culture
Latvian desired culture
Russian desired culture

The Value of Values
Latvia Sustainable Development Strategy until 2030
http://www.latvija2030.lv/page/320

The Big Society
All the managers and leaders [of the successful projects] aim to develop new services and policies with rather than for the people.
Christian Bason,
Mindlab, Denmark

Organisational transformation starts with the personal transformation of the leaders

It all starts with me

Values Beliefs & Behaviours
1) Choose three values that are important to you in your life
2) What are your beliefs that support these values
3) What behaviours do you exhibit that support these values
Accountability
Achievement
Balance (home/work)
Commitment
Compassion
Competence
Continuous learning
Cooperation
Courage
Creativity
Enthusiasm
Efficiency
Ethics
Excellence
Fairness
Family
Financial gain
Friendships
Future generations
Health
Honesty
Humor/fun
Independence
Integrity
Initiative
Intuition
Making a difference
Open communication
Openness
Personal fulfillment
Personal growth
Power
Respect
Responsibility
Risk-taking
Self-discipline
Success
Trust
Wisdom

Värderingar, övertygelserochbeteenden
1) Välj tre värdeord i listan nedan som är viktiga för dig i ditt liv.
2) Vilka övertygelser har du som stödjer detta värdeord?
3) Vilkabeteendenuppvisar du somstödjerdettavärdeord?
Ansvar
Balans (hem/arbete)
Effektivitet
Ekonomisk vinning
Engagemang
Entusiasm
Etik
Excellens
Familj
Framgång
Framtida generationer
Göra skillnad/något betydelsefullt
Humor/glädje
Hälsa
Initiativ
Integritet
Intuition
Kompetens
Kreativitet
Makt
Medkänsla
Mod
Personlig utveckling
Prestation
Respekt
Risktagande
Rättvisa
Samarbete
Självdisciplin
Självförverkligande
Självständighet
Ständigt lärande
Tillit och förtroende
Vishet
Vänskap
Ärlighet
Öppen kommunikation
Öppenhet

Five Modes of Decision Making
Six

Six Modes of Decision Making
Your soul is calling. You need to do this!
Inspiration
Based on what wants to emerge.
Tap into the collective unconscious
Intuition
Future orientation. Consciously creating the future.
Values
Based on past: Considered response. Pause between event and response.
Conscious Beliefs
Based on past: Learned reaction. Action precedes thought.
Sub Conscious Beliefs
Instincts
Based on past: DNA encoded reaction. Action precedes thought.

Values
Values- A shorthand method of describing our individual and collective motivations and what is important to us.
Values can be positive or potentially limiting.
Positive Values: trust, creativity, passion, honesty, integrity, clarity
Potentially Limiting Values: power, blame, greed, status, being liked

Culture
The way things are done around here
The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group.

Maslow’s Needs to Barrett’s Consciousness
Self-Actualization
Know and Understand
Know and Understand
Abraham Maslow
Richard Barrett
Self-esteem
Love & Belonging
Safety
Physiological
Needs
Consciousness

7 Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity and the Planet
Social responsibility, future generations, long-term perspective, ethics, compassion, humility
Service
Strategic Alliances and Partnerships
Environmental awareness, community involvement, employee fulfilment, coaching/mentoring
Making a Difference
Building Internal Community
Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Internal Cohesion
Continuous Renewal and Learning
Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth
Transformation
High Performance
Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency
Self-esteem
Employee Recognition
Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame
Relationship
Financial Stability
Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
Survival

7 Levels & Sustainability
People - Society
Service
Planet - Environment
Making a Difference
Cultural Alignment
Internal Cohesion
Continuous renewal
Transformation
Organisational effectiveness
Self-esteem
Harmonious relationships
Relationship
Profit - Economic stability
Survival

Where are you?

Survey Questions
1) Personal Values
Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become.
2) Current NationalCulture Values
Please select ten of the following values/behaviours that most reflect how your organisation currently operates.
3) Desired NationalCulture Values
Please select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.

CBT Staff (154)
Personal Values
Current Culture Values
Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0
PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0
PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 0
CC - DC 1
PV - DC 1
Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational
Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal
Values Plot
Copyright 2008 Barrett Values Centre
August 2008

Cost of Limiting Values
Short-term Focus £3,489,818
Confusion £3,178,636
Bureaucracy (unnecessary) £1,799,618
Empire Building £1,764,682
Information Hoarding £1,634,045
Sickness and Leavers £834,225
Hierarchical £624,327
Long Hours £187,909
Total Entropy (potential business value) £13,504,261
Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.
Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.

Barrett Values Centre: Group (15)
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IROS (P)= 3-1-7-1 | IROS (L)= 0-0-1-0
IROS (P)= 1-3-5-0 | IROS (L)= 0-0-0-0
IRS (P)= 4-1-1 | IRS (L)= 0-0-0
Matches
PV - CC 3
CC - DC 6
PV - DC 2
Health Index (PL)
PV: 6-0
CC: 12-1
DC: 9-0
Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal
Values Plot
December 2010

SALAR Story - Christine

Measurement Matters
The Barrett Model
1998

Working with Whole the organisation
Implementing Whole-System Change
2006

Cultural Evolution – Whole System Change
Values
Behaviors
Personality
Individual values and beliefs
Character
Individual behaviors
Individual
Personal Alignment
Fredrik Reinfeldt
Values Alignment
Mission Alignment
Collective
Structural Alignment
Culture
Group values and beliefs
Social Structures
Group behaviors
Sweden
Thank you Ken Wilber

Organisational transformation starts with the personal transformation of the leaders

Seven Levels of Leadership
Positive Focus/Excessive Focus
Wisdom/ Visionary
SERVICE TO HUMANITY
Long –term perspective. Future generations. Ethics.
COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY
Strategic alliances. Employee fulfilment. Environmental stewardship.
Mentor/ Partner
DEVELOPMENT OF CORPORATE COMMUNITY
Positive, creative corporate culture. Shared vision and values.
Integrator/ Inspirer
Facilitator/ Influencer
CONTINUOUS RENEWAL
Promotes learning and innovation. Team builder. Empowers others.
Manager/ Organiser
BEING THE BEST, BEST PRACTICE
Productivity. Efficiency. Quality. Systems and processes.
Bureaucracy. Complacency.
Relationship Manager
RELATIONSHIPS SUPPORTING CORPORATE NEEDS
Good communication between employees, customers and suppliers.
Manipulation. Blame.
Crisis Director
PURSUIT OF PROFIT & SHAREHOLDER VALUE
Able to manage adversity. Directive. Willing to take charge.
Exploitation. Over-control.

The Leader and the Vision
The leader must be able to answer the questions
Who am I?
Why am I here?
What is my purpose?
What is my vision?
If the leader cannot lead him/herself then how can they lead an organisation?
Who are we?
Why are we here?
What is our purpose?
What is our vision?

What is holding you back from expanding your vision and contribution?
What qualities would you need to embrace to step into a larger role in the world?
Courage
The ability to overcome your fears … and do it anyhow.

Underlying Fears that Drive Deficiency Needs
Level 3 – I am not enough
I do not have enough power, authority or respect to satisfy my need for self-esteem
Level 2 – I am not loved enough
I do not have enough love, caring, attention, etc, to satisfy my need for belonging
Level 1 – I don’t have enough
I do not have enough money, safety, protection, health, food, etc, to satisfy my need for survival

Cultural Evolution Begins with Personal Evolution
The culture ofan organisationis a reflectionof the leadership consciousness.
CVA Current Culture
LV A Feedback 14 Assessors
Personal Entropy 64%
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 Evolution Begins with Personal Evolution
The culture ofan organisationis a reflectionof the leadershipconsciousness.
CVA Current Culture
LV A Feedback 27 Assessors
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Cultural Entropy 7%
Personal Entropy 9%
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

Democratising Leadership
2006

Book dedication
Dedicated to
My Mother
Gwendoline
Olive Barrett
1910 - 2010
... and 15 Days

The New Leadership Paradigm
A Shift from “I” to “We”
Ultimately, the problems of existence that we collectively face are issues of personal consciousness, and the crisis we face is a crisis of leadership.
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.

From the Big Bang… to the Present Day
Stage 1
Entities learn how to become viable and independent in their frameworks of existence.
Stage 2
As life conditions become more complex, viable independent entities bond with each other to create a group structures.
Stage 3
Viable independent group structures then cooperate with each other to form a higher order entity.
Energy Atoms MoleculesCells Organisms CreaturesHomo sapiens

Stage 3 External Cohesion: Viable independent group structures then cooperate with each other to form a higher order entity.
Stage 2 Internal Cohesion: Viable independent entities then bondwith each other to create a group structure.
Stage 1 Personal Mastery: An entity learns how to become viable and independent in its framework of existence.
Framework of Evolution & The Barrett Model

Leadership Development Learning System
The Journals and Workbooks
The Web Site
The Book

Full Spectrum Leadership (Self Assessment)
http://www.valuescentre.com/resources/?sec=exercises

National Values Assessments

Stages in the Development of National Consciousness
Excessive Focus
Positive Focus /
7
6
5
4
3
Bureaucracy, Central Control, Elitism.
2
Inequality, Discrimination, Intolerance.
1
Corruption, Violence, Poverty, Greed.

National/Regional Values Assessments
Denmark
Latvia
Sweden
Canada
Iceland
Bhutan
USA
Belgium
Australia
UK North West)
Brazil
Finland
Venezuela
Argentina
Macedonia (Skopje)
Spain (Extremadura)

National Values Assessments: Outcomes
Latvia 2030: Sustainable development strategy based on the values of the people. Highest planning document in Latvian Government
Australia National Conversation: Corporations, Government NGOs and Citizens.
Iceland National Assembly. 1300 citizens from voting register chosen to help government rebuild a values driven nation.
Belgium Assessment under the Protection of the Royal Family. Politicians and mayors engaged in the dialogue with people.

Sverige 2010+
SVERIGE 2010+
STUDIE OM SVERIGES KULTUR OCH VÄRDEGRUND19 maj 2010
Sponsor av Sverige 2010+
corporate missions ab

Förra året gjorde vi Sverige 2009+, nu har vi Sverige 2010+
http://www.preera.se/preera/sv/sverigestudien

Stories of social measurement and change from around the world – continually updated blog
To get a copy: http://bit.ly/eL9zQF

Survey Questions
1) Personal Values
Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become.
2) Current NationalCulture Values
Please select ten of the following values/behaviours that most reflect how your society currently operates.
3) Desired NationalCulture Values
Please select ten of the following values/behaviours that you would most like to see reflected in your nation.

Cultural Entropy: Risk Bands
< 10% Prime: This a low level of entropy and augurs well for the future.
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
21%-30% Significant Issues: Potential unease among the population and/or potential conflict situations that need to be addressed
31%-40% Serious Issues: Unresolved issues that, if left unaddressed, could lead to social unrest
41%-50% Critical Issues: Leadership issues that, if left unaddressed, could lead to a change in government
> 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

Argentina
2001
Entropy ≈60%

Argentina
Argentina financial crisis 2001

Denmark: Group (923) 2008
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
PL= 10-0 | IRS (P)= 4-6-0 | IRS (L)= 0-0-0
PL= 7-3 | IROS (P)= 3-1-2-1 | IROS (L)= 1-0-2-0
PL= 10-0 | IROS (P)= 3-1-2-4 | IROS (L)= 0-0-0-0
Matches
PV - CC 0
CC - DC 6
PV - DC 0
Entropy 21%
Values Plot
September 2008

Denmark
Denmark - Mohammed cartoon protests 2005 (freedom of speech)

Iceland
2008
Entropy 54%

Iceland
Iceland Economic Collapse 2008

Iceland National Assessment (1094) 2010
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IROS (P)= 0-0-0-1 | IROS (L)= 2-3-4-0
IROS (P)= 2-3-4-1 | IROS (L)= 0-0-0-0
IRS (P)= 5-5-0 | IRS (L)= 0-0-0
Matches
PV - CC 0
CC - DC 0
PV - DC 3
Health Index (PL)
PV: 10-0
CC: 1-9
DC: 10-0
Entropy 63%
Values Plot
September 2010

Iceland
Iceland National Assembly 2009/2010
1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers
Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability

USA National Assessment (1502)
2009
Personal 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
PV - CC 0
CC - DC 0
PV - DC 1
Health Index (PL)
PV: 11-0
CC: 0-10
DC: 10-0
Entropy 52%
Values Plot
January 2009

USA National Assessment (1504) 2010
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 4-6-0 | IRS (L)= 0-0-0
IROS (P)= 0-0-1-0 | IROS (L)= 2-3-4-0
IROS (P)= 1-1-4-4 | IROS (L)= 0-0-0-0
Matches
PV - CC 0
CC - DC 0
PV - DC 2
Health Index (PL)
PV: 10-0
CC: 1-9
DC: 10-0
Entropy 58%
Values Plot
January 2010

USA 2009
US Government forced to bail out banks and industry -2007 / 2008

Swedish National (1016) 2009
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 5-5-0 | IRS (L)= 0-0-0
IROS (P)= 0-1-1-4 | IROS (L)= 1-0-3-0
IROS (P)= 2-0-3-5 | IROS (L)= 0-0-0-0
Matches
PV - CC 0
CC - DC 4
PV - DC 2
Health Index (PL)
PV: 10-0
CC: 6-4
DC: 10-0
Entropy 31%
Values Plot
February 2009

Sverige 2010+ Personliga värderingar och samhällskultur
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IROS (P)= 0-1-1-3 | IROS (L)= 1-1-3-0
IROS (P)= 3-0-2-5 | IROS (L)= 0-0-0-0
IRS (P)= 5-5-0 | IRS (L)= 0-0-0
Matches
PV - CC 0
CC - DC 1
PV - DC 2
Health Index (PL)
PV: 10-0
CC: 5-5
DC: 10-0
Entropy 34%
Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organisational
Values Plot
March 2010

Swedish National (1002) 2010
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 5-5-0 | IRS (L)= 0-0-0
IROS (P)= 0-1-1-3 | IROS (L)= 1-1-3-0
IROS (P)= 3-0-2-5 | IROS (L)= 0-0-0-0
Matches
PV - CC 0
CC - DC 1
PV - DC 2
Health Index (PL)
PV: 10-0
CC: 5-5
DC: 10-0
Entropy 34%
Values Plot
March 2010

Canadian National Assessment: Group (1250) 2009
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 5-5-0 | IRS (L)= 0-0-0
IROS (P)= 1-0-2-1 | IROS (L)= 1-1-4-0
IROS (P)= 0-1-5-4 | IROS (L)= 0-0-0-0
Matches
PV - CC 0
CC - DC 1
PV - DC 0
Health Index (PL)
PV: 10-0
CC: 4-6
DC: 10-0
Entropy 32%
Values Plot
May 2009

Bhutan: Group (403) 2007
Personal 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
PV - CC 1
CC - DC 6
PV - DC 2
Health Index (PL)
PV: 9-1
CC: 11-0
DC: 10-0
Entropy 4%
Values Plot
January 2009

Bhutan
Bhutan prioritise *GNH above GDP
(*Gross National Happiness)

Finland National Assessment (1008) 2010
Personal Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IROS (P)= 0-1-2-1 | IROS (L)= 2-0-4-0
IROS (P)= 3-1-4-2 | IROS (L)= 0-0-0-0
IRS (P)= 6-5-0 | IRS (L)= 0-0-0
Matches
PV - CC 0
CC - DC 2
PV - DC 1
Health Index (PL)
PV: 11-0
CC: 4-6
DC: 10-0
Entropy 48%
Values Plot
November 2010

Entropy Percentages by Nation
Cultural entropy is a measure of dysfunction or toxic energy in a system

The Economic Meltdown
What we are currently experiencing is not a market shakeout or a technology shift.
It is the breakdown of an unsustainable economic paradigm that threatens the global sustainability of human society.
The problems of existence have become global while the systems and processes we have for dealing with them are national.
Richard Barrett

Estimated Cost of Entropy – National GDP
NB. Initial estimates based on calculation methods used for organisations. More research being done in this area.

Values Based Education – Prof Terry Lovat
Improved student-teacher relationships
Improved student & teacher wellbeing
Calmer environment with less conflict
Higher student self-belief and self-esteem
Rise in levels of politeness and courtesy, open friendliness, better manners, offers of help, and students being more kind and considerate
Oh and by the way - Greater student academic diligence

The purpose of our lives is to be happy
Happiness is the extent to which you live in love, as opposed to living in fear.
Dalai Lama
Phil
Clothier

To Get More Information – Phil Clothier
For this presentation:
http://www.slideshare.net/BarrettValues
For Stories of Social Measurement and Change:
http://www.bit.ly/eL9zQF
For information on Barrett Values Centre:
http://www.valuescentre.com
For the New Leadership Paradigm Learning System:
http://www.newleadershipparadigm.com
For the On-line Values Journal:
http://www.valuesjournal.com
For my Blog:
http://philclothier.posterous.com/
For Twitter:
http://www.twitter.com/philclothier

Global Values Development Phil Clothier BVC at SALAR Stockholm Jan 2011

by Phil Clothier

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