Spirit of Humanity Forum 2014 - Values Assessment of Governance Systems and Change Agents
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Spirit of Humanity Forum 2014 - Values Assessment of Governance Systems and Change Agents

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In the weeks leading up to the forum, participants were invited to take part in a Values Assessment. Here are the questions and results.

In the weeks leading up to the forum, participants were invited to take part in a Values Assessment. Here are the questions and results.

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Spirit of Humanity Forum 2014 - Values Assessment of Governance Systems and Change Agents Spirit of Humanity Forum 2014 - Values Assessment of Governance Systems and Change Agents Presentation Transcript

  • Spirit of Humanity Forum: Governance Systems & Change Agents Values Assessment 2014 – Headline Results Prepared by: Barrett Values Centre April 7, 2014
  • www.valuescentre.com 2 In the weeks leading up to the forum, participants were invited to take part in a Values Assessment. Here are the questions and results. The results are also available on the Spirit of Humanity Facebook page https://www.facebook.com/sohforum
  • www.valuescentre.com 3 Assessment 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 Governance Systems - Please select ten of the following values/behaviours that reflect how human governance structures and systems (corporations, governments, NGOs, institutions etc) currently operate. 3. Desired Governance Systems - Please select ten of the following values/behaviours that you would most like to see reflected in human governance systems (corporations, governments, NGOs, institutions etc). 4. Current Change Agents - Please select ten of the following values/behaviours that you currently see or experience among groups or organisations that are focused on making the world a better place. 5. Desired Change Agents - Please select ten of the following values/behaviours that you would like to see more of among groups or organisations that are focused on making the world a better place.
  • www.valuescentre.com 5 Personal Values of Spirit of Humanity Forum Participants Values/behaviours that most reflect who you are, not who you desire to become • compassion • creativity • humour/ fun • making a difference • spirituality • caring • enthusiasm • integrity • wisdom • positive attitude
  • www.valuescentre.com 6 How SoH Forum Participants experience the Current Culture of Human Governance Systems Values/behaviours that reflect how human governance structures and systems (corporations, governments, NGOs, institutions etc) currently operate? • bureaucracy (L) • short-term focus (L) • self-interest (L) • disjointed (L) • corruption (L) • elitism (L) • power (L) • wasted resources (L) • materialistic (L) • conflict/ aggression (L) • strategic alliances
  • www.valuescentre.com 7 Values that Forum Participants Desire for Human Governance Systems Values/behaviours that you would most like to see reflected in human governance systems (corporations, governments, NGOs, institutions etc). • concern for future generations • collaboration • compassion • accountability • long-term perspective • global thinking • dialogue • peace • ecological awareness • creativity • educational opportunities • sense of community • social responsibility
  • www.valuescentre.com 8 How SoH Forum Participants experience the Current Culture of Change Agents Values/behaviours that you currently see or experience among groups or organisations that are focused on making the world a better place.. • insufficient resources (L) • caring • commitment • community involvement • compassion • global thinking • enthusiasm • human rights • confusion (L) • making a difference
  • www.valuescentre.com 9 Values/behaviours that you would like to see more of among groups or organisations that are focused on making the world a better place.. • wisdom • compassion • accountability • cooperation • cross group collaboration • global thinking • long-term perspective • spirituality • holistic thinking • shared vision Values that SoH Forum Participants Desire for Change Agents / Organisations
  • www.valuescentre.com 10 DETAILED RESULTS Values Assessment Plots and Charts
  • Spirit of Humanity Forum: Assessment of Global Governance Systems (Q 1,2,3) Prepared by: Barrett Values Centre April 7, 2014
  • SoHForum – Global Governance Systems: Overall Group (60) 3+. Fear is a factor in how this group operates or is managed. NEW VALUES TO FOCUS ON Any values shown in blue are values that are important to the individuals who work for the group and are requested in the Desired Culture but are not showing in the top values of the Current Culture. How can you support your staff to bring these values and strengths to work so that they and the group would derive further benefit from them? Any Desired Culture values shown in black are entirely new requests. They do not show in the Personal or Current Culture. To what extent are these values positive new requests, or maybe a reaction to something that is not happening or is unhealthy in the Current Culture? What themes do you notice with these new values? Open a dialogue with these people to gain a deeper understanding.  Values Matches: 0 Values Matches: 0 bureaucracy, short-term focus, self- interest, disjointed, corruption, elitism, power, wasted resources, materialistic, conflict/ aggression 41%+. Critical situation requiring leadership changes to avoid organisational failure. Cultural Entropy: 66% Limiting Values: 10 Summary April 7, 2014Copyright 2014 Barrett Values Centre Personal & Current Culture Alignment 3 or more. People are able to bring themselves to work. 1-2. People are somewhat able to bring themselves to work. 0. People are not able to bring themselves to work. Look to blue values in Desired Culture for guidance, if any. Current & Desired Culture Alignment 6 or more. Excellent, strong, healthy culture. 4-5, good. Group is on the right track. 2-3, fair. Group is somewhat on the right track. More work needs to be done. 0-1, poor. Group is unhappy or frustrated, wants to see changes or take a new direction. 0. This group does not operate from the basis of fear. 1-2. May be some element of fear behind how decisions are made or how people are managed.          0-10%. Healthy functioning. 11%-20%. Some problems requiring careful monitoring. 21%-30%. Significant problems requiring immediate attention. 31%-40%. Serious situation requiring immediate leadership intervention and changes.     
  • SoHForum – Global Governance Systems: Overall Group (60) bureaucracy (L) 41 3(O) short-term focus (L) 29 1(O) self-interest (L) 27 3(I) disjointed (L) 25 3(O) corruption (L) 24 1(O) elitism (L) 22 3(R) power (L) 22 3(R) wasted resources (L) 22 3(O) materialistic (L) 20 1(I) conflict/ aggression (L) 19 2(R) strategic alliances 19 6(R) concern for future generations 28 7(S) collaboration 26 6(R) compassion 26 7(R) accountability 24 4(R) long-term perspective 19 7(S) global thinking 18 7(S) dialogue 16 6(R) peace 16 7(S) ecological awareness 15 7(S) creativity 13 5(I) educational opportunities 13 3(O) sense of community 13 2(R) social responsibility 13 4(S) Values Plot April 7, 2014Copyright 2014 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 0 CC - DC 0 PV - DC 2 Cultural Entropy: Current Culture 66% compassion 25 7(R) creativity 24 5(I) humour/ fun 20 5(I) making a difference 19 6(S) spirituality 17 5(I) caring 16 2(R) enthusiasm 16 5(I) integrity 16 5(I) wisdom 16 7(I) positive attitude 15 5(I) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=7-2-1 IRS (L)=0-0-0 IROS (P)=0-1-0-0 IROS (L)=2-3-5-0 IROS (P)=1-5-1-6 IROS (L)=0-0-0-0
  • SoHForum – Global Governance Systems: Overall Group (60) CTS = 62-20-18 Cultural Entropy = 1% CTS = 13-7-80 Cultural Entropy = 66% Personal Values CTS = 62-21-17 Cultural Entropy = 0% Values Distribution April 7, 2014Copyright 2014 Barrett Values Centre Positive Values Potentially Limiting Values Current Culture Values Desired Culture Values C T S 2 1 3 4 5 6 7 C = Common Good T = Transformation S = Self-Interest 0% 1% 0% 3% 10% 4% 20% 32% 13% 17% 0% 20% 40% 60% 1 2 3 4 5 6 7 25% 11% 30% 7% 2% 5% 7% 3% 8% 2% 0% 20% 40% 60% 1 2 3 4 5 6 7 0% 0% 0% 6% 6% 5% 21% 19% 16% 27% 0% 20% 40% 60% 1 2 3 4 5 6 7
  • SoHForum – Global Governance Systems: Overall Group (60) Cultural Entropy Personal Values Current Culture Values Desired Culture Values Self-Interest Transformation Common Good CTSCopyright 2014 Barrett Values Centre April 7, 2014 1% 66% 0% 17% 14% 17% 20% 7% 21% 62% 13% 62%
  • SoHForum – Global Governance Systems: Overall Group (60) This depicts the number of potentially limiting values per level in the Current Culture that were chosen by the survey participants. These represent all the potentially limiting values that were chosen and so may not be included in the top ten values on the Values Plot. Potentially limiting values are found only at levels 1, 2 and 3. This is a reflection of the degree of disorder within a system. Level Potentially Limiting Values (Votes) Cultural Entropy % 3 bureaucracy (41) self-interest (27) disjointed (25) elitism (22) power (22) wasted resources (22) centralised government (11) ideological (11) strict moral/ religious codes (1) 30% of total votes 2 conflict/ aggression (19) blame (17) protectionist (12) tradition (9) gender discrimination (5) ethnic discrimination (1) 11% of total votes 1 short-term focus (29) corruption (24) materialistic (20) insufficient resources (18) uncertainty about the future (18) greed (17) environmental pollution (13) crime/ violence (4) poverty (3) terrorism (1) unemployment (1) 25% of total votes Total 393 out of 600 66% of total votes Cultural Entropy Table April 7, 2014Copyright 2014 Barrett Values Centre This level of cultural entropy reflects critical problems requiring cultural and structural transformation, selective changes in leadership, leadership development and coaching. It is important to reduce the level of cultural entropy to improve performance. Cultural Entropy Report
  • SoHForum – Global Governance Systems: Overall Group (60) Current Culture Votes Desired Culture Votes Jump concern for future generations 3 28 25 compassion 1 26 25 collaboration 3 26 23 long-term perspective 1 19 18 accountability 7 24 17 peace 0 16 16 global thinking 4 18 14 sense of community 0 13 13 dialogue 4 16 12 ecological awareness 3 15 12 effective healthcare 0 12 12 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. Values Jumps Table April 7, 2014Copyright 2014 Barrett Values Centre Values Jumps
  • SoHForum – Global Governance Systems: Overall Group (60) Personal Values Current Culture Values Desired Culture Values Positive Values DistributionCopyright 2014 Barrett Values Centre April 7, 2014 3% 10% 4% 20% 32% 13% 17% 7% 2% 5% 7% 3% 8% 2% 6% 6% 5% 21% 19% 16% 27% Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Desired Culture Values sense of community accountability social responsibility creativity collaboration dialogue concern for future generations compassion long-term perspective global thinking peace ecological awareness Values Jumps
  • Spirit of Humanity Forum: Assessment of Global Change Agents (Q 1,4,5) Prepared by: Barrett Values Centre April 7, 2014
  • Spirit of Humanity Forum: Overall Group- Organisations (60) 3+. Fear is a factor in how this group operates or is managed. NEW VALUES TO FOCUS ON Any values shown in blue are values that are important to the individuals who work for the group and are requested in the Desired Culture but are not showing in the top values of the Current Culture. How can you support your staff to bring these values and strengths to work so that they and the group would derive further benefit from them? Any Desired Culture values shown in black are entirely new requests. They do not show in the Personal or Current Culture. To what extent are these values positive new requests, or maybe a reaction to something that is not happening or is unhealthy in the Current Culture? What themes do you notice with these new values? Open a dialogue with these people to gain a deeper understanding.  Values Matches: 2 Values Matches: 4 insufficient resources, confusion 41%+. Critical situation requiring leadership changes to avoid organisational failure. Cultural Entropy: 20% Limiting Values: 2 Summary April 7, 2014Copyright 2014 Barrett Values Centre Personal & Current Culture Alignment 3 or more. People are able to bring themselves to work. 1-2. People are somewhat able to bring themselves to work. 0. People are not able to bring themselves to work. Look to blue values in Desired Culture for guidance, if any. Current & Desired Culture Alignment 6 or more. Excellent, strong, healthy culture. 4-5, good. Group is on the right track. 2-3, fair. Group is somewhat on the right track. More work needs to be done. 0-1, poor. Group is unhappy or frustrated, wants to see changes or take a new direction. 0. This group does not operate from the basis of fear. 1-2. May be some element of fear behind how decisions are made or how people are managed.          0-10%. Healthy functioning. 11%-20%. Some problems requiring careful monitoring. 21%-30%. Significant problems requiring immediate attention. 31%-40%. Serious situation requiring immediate leadership intervention and changes.     
  • Spirit of Humanity Forum: Overall Group- Organisations (60) insufficient resources (L) 23 1(O) caring 22 2(R) commitment 20 5(I) community involvement 19 6(S) compassion 19 7(R) global thinking 18 7(S) enthusiasm 15 5(I) human rights 14 7(S) confusion (L) 13 3(O) making a difference 13 6(S) wisdom 19 7(I) compassion 18 7(R) accountability 16 4(R) cooperation 16 5(R) cross group collaboration 16 6(O) global thinking 16 7(S) long-term perspective 14 7(O) spirituality 14 5(I) holistic thinking 13 7(O) shared vision 13 5(O) Values Plot April 7, 2014Copyright 2014 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 4 CC - DC 2 PV - DC 3 Cultural Entropy: Current Culture 20% compassion 25 7(R) creativity 24 5(I) humour/ fun 20 5(I) making a difference 19 6(S) spirituality 17 5(I) caring 16 2(R) enthusiasm 16 5(I) integrity 16 5(I) wisdom 16 7(I) positive attitude 15 5(I) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=7-2-1 IRS (L)=0-0-0 IROS (P)=2-2-0-4 IROS (L)=0-0-2-0 IROS (P)=2-3-4-1 IROS (L)=0-0-0-0
  • Spirit of Humanity Forum: Overall Group- Organisations (60) CTS = 62-20-18 Cultural Entropy = 1% CTS = 49-18-33 Cultural Entropy = 20% Personal Values CTS = 62-21-17 Cultural Entropy = 0% Values Distribution April 7, 2014Copyright 2014 Barrett Values Centre Positive Values Potentially Limiting Values Current Culture Values Desired Culture Values C T S 2 1 3 4 5 6 7 C = Common Good T = Transformation S = Self-Interest 0% 1% 0% 3% 10% 4% 20% 32% 13% 17% 0% 20% 40% 60% 1 2 3 4 5 6 7 8% 4% 8% 2% 7% 4% 18% 20% 12% 17% 0% 20% 40% 60% 1 2 3 4 5 6 7 0% 0% 0% 2% 7% 8% 21% 28% 15% 19% 0% 20% 40% 60% 1 2 3 4 5 6 7
  • Spirit of Humanity Forum: Overall Group- Organisations (60) Cultural Entropy Personal Values Current Culture Values Desired Culture Values Self-Interest Transformation Common Good CTSCopyright 2014 Barrett Values Centre April 7, 2014 1% 20% 0% 17% 13% 17% 20% 18% 21% 62% 49% 62%
  • Spirit of Humanity Forum: Overall Group- Organisations (60) This depicts the number of potentially limiting values per level in the Current Culture that were chosen by the survey participants. These represent all the potentially limiting values that were chosen and so may not be included in the top ten values on the Values Plot. Potentially limiting values are found only at levels 1, 2 and 3. This is a reflection of the degree of disorder within a system. Level Potentially Limiting Values (Votes) Cultural Entropy % 3 confusion (13) long hours (11) hierarchy (7) silo mentality (7) power (5) information hoarding (4) bureaucracy (3) unfocused (2) 8% of total votes 2 self-absorbed (8) blame (7) internal competition (4) manipulation (4) empire building (1) 4% of total votes 1 insufficient resources (23) caution (7) control (6) job insecurity (5) cost reduction (3) exploitation (2) short-term focus (2) greed (1) 8% of total votes Total 125 out of 600 20% of total votes Cultural Entropy Table April 7, 2014Copyright 2014 Barrett Values Centre This level of cultural entropy reflects issues requiring cultural or structural adjustment. It is important to reduce the level of cultural entropy to improve performance. Cultural Entropy Report
  • Spirit of Humanity Forum: Overall Group- Organisations (60) Current Culture Votes Desired Culture Votes Jump wisdom 2 19 17 shared vision 1 13 12 accountability 6 16 10 cross group collaboration 7 16 9 spirituality 6 14 8 listening 4 12 8 openness 3 11 8 open communication 2 10 8 long-term perspective 7 14 7 honesty 3 10 7 professionalism 0 7 7 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. Values Jumps Table April 7, 2014Copyright 2014 Barrett Values Centre Values Jumps
  • Spirit of Humanity Forum: Overall Group- Organisations (60) Personal Values Current Culture Values Desired Culture Values Positive Values DistributionCopyright 2014 Barrett Values Centre April 7, 2014 3% 10% 4% 20% 32% 13% 17% 2% 7% 4% 18% 20% 12% 17% 2% 7% 8% 21% 28% 15% 19% Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Desired Culture Values accountability cooperation spirituality shared vision cross group collaboration wisdom compassion global thinking long-term perspective holistic thinking Values Jumps professionalism openness honesty