CTTOverview

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CTTOverview

  1. 1. Cultural Transformation Tools Overview 2010
  2. 2. The Values Centre Vision and Mission Our Values Internal External Vision Mission Partners To be a global resource for the evolution of human consciousness Employees To build a worldwide network of change agents committed to cultural transformation Customers To support leaders in building values-driven organisations Society To create a values-driven society Employee fulfillment Commitment Shared Vision Customer satisfaction
  3. 3. Global Cultural Transformation Tools (CTT) Network 2,497 CTT consultants & change agents located in 68 countries
  4. 4. Global Distribution of CTT Consultants (2009) Countries with CTT Network Consultants (68) Argentina Australia Barbados Belgium Botswana Brazil Canada Chile China Colombia Czech Republic Denmark Dominican Republic Ecuador Egypt Finland France Germany Ghana Gibraltar Greece Hong Kong Hungary Iceland India Indonesia Israel Italy Japan Kenya Korea Latvia Lesotho Luxemburg Macedonia Malaysia Mexico Namibia Netherlands New Zealand Nicaragua Norway Panama Poland Portugal Puerto Rico Russia Senegal Seychelles Singapore Slovenia South Africa Spain Suriname Sweden Switzerland Thailand Trinidad & Tobago Turkey Ukraine U A R UK USA Venezuela Zimbabwe CTT Consultants by Region (2497)
  5. 5. Use of CTT Values Assessments 330,469 people participated in 1,566 values assessments in 2009
  6. 6. Relative Number of Assessments by Industry (2008)
  7. 7. Sample of Clients ANZ Bank Austin Energy Aveng Group Banco Itau Banque Populaire BC Hydro BNP Paribas Securities Services China Mobile Club 21 Deluxe Corporation Halma Hewitt Associates IBM ING Bank Johnson & Johnson L’Oreal Mars McDonald’s NedBank New Look NorthWestern Energy Nestle Ontario Power Pfizer Sasol Group Skandia Total Petroleum Unilever Volvo Wegmans Westpac
  8. 8. Customised Values Templates customer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balance customer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balance customer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balance customer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development Database includes 2000+ values
  9. 9. Survey Languages Assessments available in 30 languages Afrikaans Bulgarian Chinese (2) Czech Danish Dutch English (2) French (2) Finnish Flemish German (2) Hungarian Icelandic Indonesian Italian Japanese Macedonian Malay Polish Portuguese Romanian Russian Slovakian Spanish (2) Swedish
  10. 10. What is 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 Talent Financial viability Excellence Ethics Capability
  11. 11. Maslow’s Needs to Barrett’s Consciousness Richard Barrett Know and Understand Physiological Safety Love & Belonging Self-esteem Self-Actualization Abraham Maslow Know and Understand Needs Consciousness
  12. 12. Cultural Transformation Tools <ul><li>Assessment instruments for measuring the </li></ul><ul><li>consciousness and mapping the values of </li></ul><ul><li>individuals, teams and organisations </li></ul><ul><li>Individual Values Assessment </li></ul><ul><li>Team Values Assessment </li></ul><ul><li>Cultural Values Assessment </li></ul><ul><li>Leadership Values Assessment </li></ul><ul><li>Merger and Acquisition Compatibility Assessment </li></ul><ul><li>Client Assessment of Corporate Values </li></ul><ul><li>Coach’s Values Assessment </li></ul><ul><li>School or Classroom Values Assessment </li></ul><ul><li>Community or National Values Assessment </li></ul>
  13. 13. The Barrett Seven Levels of Consciousness Model Self-esteem Service Making a Difference Internal Cohesion Transformation Relationship Survival Physical Emotional Mental Spiritual
  14. 14. Survival Consciousness Personal Health Financial stability Job insecurity, Caution Organisational Profit Shareholder value Employee health/safety Control, Exploitation National/Community Economic stability Prosperity Safety Corruption, Poverty PRIMARY FOCUS: Foundations for Survival Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival
  15. 15. Relationship Consciousness Personal Family Friendship Demanding, Being liked Organisational Customer satisfaction Open communication Respect Blame, Manipulation National/Community Conflict resolution Racial harmony Traditions Discrimination, Victimisation PRIMARY FOCUS: Relationships & Connectivity Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship
  16. 16. Self-esteem Consciousness Personal Self-confidence Success Arrogance, Perfectionism Organisational Efficiency Productivity Quality Bureaucracy, Complacency National/Community Rule of law Reliable infrastructure Government efficiency Wasted resources, Illiteracy PRIMARY FOCUS: Self-esteem & Performance Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship
  17. 17. Transformation Consciousness Personal Courage Personal growth Balance (home/work) Organisational Innovation Diversity Teamwork National/Community Equality Freedom of speech Adaptability PRIMARY FOCUS: Learning & Continuous improvement Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship
  18. 18. Internal Cohesion Consciousness Personal Trust Enthusiasm Creativity Organisational Integrity Cooperation Shared vision National/Community Dialogue Transparency Capacity for collective action PRIMARY FOCUS: Alignment & Authenticity Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship
  19. 19. Making a Difference Consciousness Personal Coaching & Mentoring Volunteer work Organisational Employee fulfilment Environmental awareness Strategic alliances National/Community Quality of life Mutually beneficial alliances Leadership PRIMARY FOCUS: Collaboration & Partnerships Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship
  20. 20. Service Consciousness Personal Wisdom Humility Compassion Organisational Ethics Social responsibility Long-term perspective National/Community Social justice Sustainability Future generations PRIMARY FOCUS: Selfless Service Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship
  21. 21. The Barrett Seven Levels of Organisational Consciousness Positive Focus / Excessive Focus Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival Financial Stability Shareholder value, organisational growth, employee health, safety. Control, corruption, greed Employee Recognition Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth Building Internal Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfilment, coaching/mentoring Service To Humanity and the Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility
  22. 22. Full Spectrum Story <ul><li>Level 7 – Ethical behaviour; doing things because it is the right thing to do. Long term perspective and serving the greater good. </li></ul><ul><li>Level 6 – Collaborative working environment, win-win outcomes. Focus on leadership development that makes a difference. Sustainability and environmental awareness. </li></ul><ul><li>Level 5 – Clear vision and the values are lived and demonstrated by the senior team in their decision making. High levels of trust and honesty. </li></ul><ul><li>Level 4 – Staff feeling engaged and empowered. Business is continually improving and developing. </li></ul><ul><li>Level 3 – High performing systems. E.g. Fast decisions and accurate statements. People feel a sense of pride when they tell others who they work for. </li></ul><ul><li>Level 2 – Satisfied customers and staff. Respectful and open communication. </li></ul><ul><li>Level 1 – Profitable, financially stable, fair prices and pay? Good working conditions. </li></ul>
  23. 23. Full Spectrum Sustainability Profit / Economic stability Harmonious relationships Organisational effectiveness Continuous renewal Cultural Alignment Community/Environment Society Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival
  24. 24. Full Spectrum Organisational Consciousness Profit Open communication Productivity Accountability Creativity Coaching/mentoring Long-term perspective Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival
  25. 25. CBT Staff (154) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values 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 & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright 2008 Barrett Values Centre August 2008 1. honesty 61 Level 5 2. commitment 60 Level 5 3. humor/fun 53 Level 5 4. reliability 51 Level 3 5. enthusiasm 44 Level 5 6. adaptability 43 Level 4 7. family 37 Level 2 8. integrity 34 Level 5 9. trust 34 Level 5 10. balance (home/work) 32 Level 4 1. cost reduction 76 Level 1 2. bureaucracy (L) 66 Level 3 3. confusion (L) 61 Level 3 4. profit 54 Level 1 5. information hoarding (L) 47 Level 3 6. short-term focus (L) 47 Level 1 7. hierarchical (L) 45 Level 3 8. results orientation 39 Level 3 9. client focus 38 Level 2 10. empire building (L) 36 Level 2 1. client satisfaction 66 Level 2 2. employee fulfillment 65 Level 6 3. continuous improvement 58 Level 4 4. effective communication 56 Level 2 5. teamwork 50 Level 4 6. financial stability 44 Level 1 7. adaptability 42 Level 4 8. client focus 38 Level 2 9. professionalism 35 Level 3 10. vision 35 Level 7
  26. 27. Cost of Limiting Values <ul><li>Short-term Focus £3,489,818 </li></ul><ul><li>Confusion £3,178,636 </li></ul><ul><li>Bureaucracy (unnecessary) £1,799,618 </li></ul><ul><li>Empire Building £1,764,682 </li></ul><ul><li>Information Hoarding £1,634,045 </li></ul><ul><li>Sickness and Leavers £834,225 </li></ul><ul><li>Hierarchical £624,327 </li></ul><ul><li>Long Hours £187,909 </li></ul><ul><li>Total Entropy (potential business value) £13,504,261 </li></ul><ul><li>Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000. </li></ul>Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.
  27. 28. Cultural Entropy Cultural entropy represents the degree of dysfunction in a culture Entropy Impact <10% Prime : Healthy Functioning 11-19% Minor Issues : Requiring cultural and/or structural adjustment 20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching 30-39% Serious Issues : Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development 40-49% Critical Issues : Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coaching and leadership development
  28. 29. Aligned Organization – Sterling Bank (979) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal Values Current Culture Values Desired Culture Values PL= 10-0 | IRS (P)= 5-5-0 | IRS (L)= 0-0-0 PL= 10-0 | IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 PL= 10-0 | IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 Matches PV - CC 3 CC - DC 8 PV - DC 2 Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright 2008 Barrett Values Centre August 2008 1. honesty 532 Level 5 2. commitment 498 Level 5 3. family/friendship 479 Level 2 4. reliability 387 Level 3 5. integrity 321 Level 5 6. friendliness 294 Level 2 7. responsibility 283 Level 4 8. humor/fun 276 Level 5 9. courtesy 263 Level 2 10. trust 255 Level 5 1. customer service 504 Level 6 2. teamwork 487 Level 4 3. customer satisfaction 476 Level 2 4. community involvement 399 Level 6 5. vision 373 Level 7 6. organizational growth 296 Level 1 7. being the best 285 Level 3 8. integrity 275 Level 5 9. commitment 261 Level 5 10. friendliness 252 Level 2 1. teamwork 513 Level 4 2. customer satisfaction 491 Level 2 3. customer service 489 Level 6 4. employee fulfillment 477 Level 6 5. community involvement 430 Level 6 6. integrity 337 Level 5 7. commitment 301 Level 5 8. vision 295 Level 7 9. being the best 288 Level 3 10. accessibility 274 Level 2
  29. 30. Values Based Decision Making
  30. 31. Five Modes of Decision Making Based on past: DNA encoded reaction. Action precedes thought. Based on past: Learned reaction. Action precedes thought. Based on past: Considered response. Pause between event and response. Future orientation. Consciously creating the future. Based on what wants to emerge. Tap into the collective unconscious INTUITION INSTINCTS SUB CONSCIOUS BELIEFS CONSCIOUS BELIEFS VALUES
  31. 32. Cultural Evolution – Whole System Change Personality Individual values and beliefs Character Individual behaviors Culture Group values and beliefs Social Structures Group behaviors Values Behaviors Group Cohesion – Capacity for Collective Action Personal Alignment Structural Alignment Values Alignment Mission Alignment Individual Collective Barrett Values Centre

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