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Global Values Development Phil Clothier BVC at SALAR Stockholm Jan 2011

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Presentation to Swdish Association of Local Authorities and Regions

Presentation to Swdish Association of Local Authorities and Regions

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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.
  • Transcript

    • 1. A Global Perspective on Values Developmentphil@valuescentre.com – January 2011
    • 2. Hello my name is Phil, I am very happy to be here.
      Hej mitt namn är Phil, jag är mycket glad att vara här
    • 3. I have a question for you.....
      Jag har en fråga till dig .....
    • 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 ....
      .......... 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!
    • 5. Me too
      Jag också
    • 6. Relax your shoulders. Take a deep breath.
      Slappna av i axlarna. Ta ett djupt andetag.
    • 7. 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
    • 8.
    • 9.
    • 10. 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
    • 11.
    • 12.
    • 13. Values – The building blocks of culture
    • 14. 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
    • 15. 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%
      Cultural Entropy 68%
      Government Departments
    • 16. Values under Pressure
    • 17.
    • 18. Iceland
      2007
      Entropy 54%
      August 2007
    • 19. Latvia
      Latvia Government dissolved after failure to agree budget - 2007
    • 20.
    • 21. Latvian and Russian Desired Culture
      Latvian desired culture
      Russian desired culture
    • 22. title
    • 23. The Value of Values
      Latvia Sustainable Development Strategy until 2030
      http://www.latvija2030.lv/page/320
    • 24. 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
    • 25. Organisational transformation starts with the personal transformation of the leaders
    • 26. It all starts with me
    • 27. 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
    • 28. 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
    • 29. Five Modes of Decision Making
      Six
    • 30. 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.
    • 31. 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
    • 32. 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.
    • 33. 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
    • 34. 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
    • 35. 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
    • 36. Where are you?
    • 37. 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.
    • 38. 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
    • 39.
    • 40. 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.
    • 41. Barrett Values Centre: Group (15)
      Personal Values
      Current Culture Values
      Desired Culture 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
      Copyright 2010 Barrett Values Centre
      December 2010
    • 42. SALAR Story - Christine
    • 43. Measurement Matters
      The Barrett Model
      1998
    • 44. Working with Whole the organisation
      Implementing Whole-System Change
      2006
    • 45. 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
    • 46. Organisational transformation starts with the personal transformation of the leaders
    • 47. 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.
    • 48. The Leader and the Vision
      The leader must be able to answer the questions
      • Who am I?
      • 49. Why am I here?
      • 50. What is my purpose?
      • 51. What is my vision?
      If the leader cannot lead him/herself then how can they lead an organisation?
      • Who are we?
      • 52. Why are we here?
      • 53. What is our purpose?
      • 54. 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.
    • 55. 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
    • 56. Cultural Evolution Begins with Personal Evolution
      The culture ofan organisationis a reflectionof the leadership consciousness.
      CVA Current Culture
      LV A Feedback 14 Assessors
      Cultural Entropy 38%
      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
    • 57. 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
    • 58. Democratising Leadership
      2006
    • 59. Book dedication
      Dedicated to
      My Mother
      Gwendoline
      Olive Barrett
      1910 - 2010
      ... and 15 Days
    • 60. 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.
    • 61. 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
    • 62. 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
    • 63. Leadership Development Learning System
      The Journals and Workbooks
      The Web Site
      The Book
    • 64. Full Spectrum Leadership (Self Assessment)
      http://www.valuescentre.com/resources/?sec=exercises
    • 65. National Values Assessments
    • 66. 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.
    • 67. National/Regional Values Assessments
      Denmark
      Latvia
      Sweden
      Canada
      Iceland
      Bhutan
      USA
      Belgium
      Australia
      UK North West)
      Brazil
      Finland
      Venezuela
      Argentina
      Macedonia (Skopje)
      Spain (Extremadura)
    • 68. 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.
    • 69. Sverige 2010+
      SVERIGE 2010+
      STUDIE OM SVERIGES KULTUR OCH VÄRDEGRUND19 maj 2010
      Sponsor av Sverige 2010+
      corporate missions ab
    • 70. Förra året gjorde vi Sverige 2009+, nu har vi Sverige 2010+
      http://www.preera.se/preera/sv/sverigestudien
    • 71. Stories of social measurement and change from around the world – continually updated blog
      To get a copy: http://bit.ly/eL9zQF
    • 72. 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.
    • 73. 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
    • 74. Argentina
      2001
      Entropy ≈60%
    • 75. Argentina
      Argentina financial crisis 2001
    • 76. Denmark: Group (923) 2008
      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)= 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%
      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
      September 2008
    • 77. Denmark
      Denmark - Mohammed cartoon protests 2005 (freedom of speech)
    • 78. Iceland
      2008
      Entropy 54%
    • 79. Iceland
      Iceland Economic Collapse 2008
    • 80. Iceland National Assessment (1094) 2010
      Personal Values
      Current Culture Values
      Desired Culture 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%
      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
      Copyright 2010 Barrett Values Centre
      September 2010
    • 81. 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
    • 82. USA National Assessment (1502)
      2009
      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
      PV - CC 0
      CC - DC 0
      PV - DC 1
      Health Index (PL)
      PV: 11-0
      CC: 0-10
      DC: 10-0
      Entropy 52%
      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 2009 Barrett Values Centre
      January 2009
    • 83. USA National Assessment (1504) 2010
      Personal Values
      Current Culture Values
      Desired Culture Values
      Level 7
      Level 6
      Level 5
      Level 4
      Level 3
      Level 2
      Level 1
      IRS (P)= 4-6-0 | 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%
      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 2010 Barrett Values Centre
      January 2010
    • 84. USA 2009
      US Government forced to bail out banks and industry -2007 / 2008
    • 85. Swedish National (1016) 2009
      Personal Values
      Current Culture Values
      Desired Culture Values
      Level 7
      Level 6
      Level 5
      Level 4
      Level 3
      Level 2
      Level 1
      IRS (P)= 5-5-0 | 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%
      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 2009 Barrett Values Centre
      February 2009
    • 86. Sverige 2010+ Personliga värderingar och samhällskultur
      Personal Values
      Current Culture Values
      Desired Culture 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
      Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal
      Values Plot
      Copyright 2010 Barrett Values Centre
      March 2010
    • 87. Swedish National (1002) 2010
      Personal Values
      Current Culture Values
      Desired Culture Values
      Level 7
      Level 6
      Level 5
      Level 4
      Level 3
      Level 2
      Level 1
      IRS (P)= 5-5-0 | 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%
      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 2010 Barrett Values Centre
      March 2010
    • 88. Canadian National Assessment: Group (1250) 2009
      Personal Values
      Current Culture Values
      Desired Culture Values
      Level 7
      Level 6
      Level 5
      Level 4
      Level 3
      Level 2
      Level 1
      IRS (P)= 5-5-0 | 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%
      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 2009 Barrett Values Centre
      May 2009
    • 89. Bhutan: Group (403) 2007
      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
      PV - CC 1
      CC - DC 6
      PV - DC 2
      Health Index (PL)
      PV: 9-1
      CC: 11-0
      DC: 10-0
      Entropy 4%
      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 2009 Barrett Values Centre
      January 2009
    • 90. Bhutan
      Bhutan prioritise *GNH above GDP
      (*Gross National Happiness)
    • 91. Finland National Assessment (1008) 2010
      Personal Values
      Current Culture Values
      Desired Culture 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%
      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
      Copyright 2010 Barrett Values Centre
      November 2010
    • 92. Entropy Percentages by Nation
      Cultural entropy is a measure of dysfunction or toxic energy in a system
    • 93. 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
    • 94. Estimated Cost of Entropy – National GDP
      NB. Initial estimates based on calculation methods used for organisations. More research being done in this area.
    • 95. 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 
    • 96. 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
    • 97. 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