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Richard Barrett
WHO AM I?
RICHARD BARRETT
OUR VISION
To create a positive
values-driven society.
Chairman and Founder of the
Barrett Values Centre
(...
PHIL CLOTHIER
provides powerful metrics to
support leaders in building
values-driven organizations
and values-driven socie...
cultural
transformation tools®
• Personal Values Assessment
• Individual Values
Assessment
• Individual Development
Report...
Agriculture / forestry / fishing
Banking / Financial Services
Central / Local Government
Chemical and pharma
Construction
...
THE BOOKS I WILL BE
REFERRING TO TODAY
WHAT
REVIEWERS
ARE SAYING
Raj Sisodia, Co-founder and co-chairman of Conscious Capitalism Inc.
and Professor of Global Bus...
WHAT
REVIEWERS
ARE SAYING
“I rarely do reviews, but this one blows everything out
of the park. It provides a frighteningly...
WHAT
REVIEWERS
ARE SAYING
John Gray
Author of Men Are
From Mars, Women Are
From Venus
“A brilliant
synthesis of
the psycho...
In Order to Understand The Ego-Soul
Dynamics of Well-Being At Work
We Must First Define
“WELL-BEING”
What does well-being
mean to you?
Discuss with a partner
WELLBEING
isthefeelingyouget
whenyouareableto
satisfytheneedsofthe
stageofpsychological
developmentyouareat
andhavenounmet...
THE SEVEN STAGES OF
PSYCHOLOGIC L
DEVELOPMENT
THE 4 MINDS
AND 3 BRAINS
Most scientists have a tendency to think of our mind/brain
as a single operating whole, but it is...
Neocortex Mind/Brain4
Limbic Mind/BrainEmotional Mind3
Reptilian Mind/Brain
2
1
Soul Mind
THE FOUR MINDS
THE BODY MIND AND EGO MIND
The reptilian, limbic and
neocortex brains together are
known as the triune brain.
The reptilia...
A PERSONAL JOURNEY
Every person is on an evolutionary journey
of psychological development.
SERVING
SELF-ACTUALIZING
INDIV...
“WELL-BEING ATWORK”
Well-being at work is the feeling you get when you are
able to satisfy the needs of the adult stages o...
We grow in stages of
psychological development
We operate at levels of
consciousness
We live inside
(are embedded in) cult...
LEVELS OF
CONSCIOUSNESS
All things being normal,
the level of consciousness we
operate from will correspond
to the stage o...
STAGES & LEVELS
SERVING SERVICE
INTEGRATING
MAKING A
DIFFERENCE
SELF-ACTUALISING INTERNAL COHESION
INDIVIDUATING TRANSFORM...
SURVIVING
7
6
5
4
3
2
1 SURVIVING
INFANCY:
0-2 Years Old
NEED
TO MANAGE
YOUR
ENVIRONMENT
GETTING OUR
BASIC
PHYSIOLOGICAL
NEEDS MET
S...
CONFORMING
CHILDHOOD:
3-7 Years Old
NEED TO FEEL
ACCEPTANCE &
BELONGING IN
FAMILY
LEARNING TO
BE LOVED AND
FEEL
PROTECTED
KEEPING
SAF...
DIFFERENTIATING
TEENAGER:
8-24 Years Old
BEING
RECOGNIZED
AND VALUED
(SELF-ESTEEM)
FEELING
SECURE!
MOTIVATION
DIFFERENTIATING
7
6
5
4
3
2
...
INDIVIDUATING
YOUNG ADULT:
25-39 Years Old
NEED FOR
FREEDOM AND
AUTONOMY
RESPONSIBILITY
AND
ACCOUNTABILITY
FOR YOUR LIFE
RELEASING
YOUR ...
SELF-ACTUALIZING
ADULTHOOD:
40-49 Years Old
SELF-ACTUALIZING
NEED FOR
MEANING AND
PURPOSE
BECOMING
FULLY
WHO YOU ARE!
SELF-
EXPRESSION
MOTI...
INTEGRATING
MATURE ADULT:
50-59 Years Old
INTEGRATING
DESIRE
TO MAKE A
DIFFERENCE
UNCONDITIONAL
LOVING
RELATIONSHIPS
EMPATHY
CONNECTIN...
SERVING
SENIOR:
60+ Years Old
DESIRE TO
SERVE THE
GREATER
GOOD
SELF-LESS
SERVICE
COMPASSION
CONTRIBUTING
MOTIVATION
7
6
5
4
3
2
1
...
UNDERSTANDING
EGO-SOUL
DYNAMICS
MASTERING SURVIVING
PREPARES YOU FOR SELF-ACTUALIZING
SERVING
INTEGRATING
SELF-ACTUALIZING
INDIVIDUATING
DIFFERENTIATING
C...
If you have fears about surviving,
you will not be able to self-express.
SERVING
INTEGRATING
SELF-ACTUALISING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
SOUL
EGO-SOUL
ALIGNMENT
EGO
Connec...
If you have fears about being accepted,
you will not be able to connect.
SERVING
INTEGRATING
SELF-ACTUALISING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
SOUL
EGO-SOUL
ALIGNMENT
EGO
Contri...
If you have fears about your self-worth,
you will not be able to contribute.
“ ”
A failure to master
to the ego stages of
development results in
mental and physical
disorders later in life.
Values?
‘S
What are Donald
In the Introduction to
The New Leadership
Paradigm I plotted the
values of several
leaders based on the
books they had wri...
Disciplined
Giving back
Image (L)
Loyalty
Passion
Profit
Reciprocity
Revenge (L)
Ruthless (L)
Winning
A toxic
mixture
of v...
LET’S DO AN EXERCISE
1. What age group are you in—
Individuating, Self-actualizing,
Integrating or Serving?
2. Form groups...
HavingDefinedWell-Being,
WeMustNowDefine
“WELL-BEING
ATWORK”
B) become responsible and accountable
for every aspect of your life; and
WELL-BEING AT THE INDIVIDUATING
STAGE OF DEVELOPM...
In addition, you will be looking for opportunities to explore
your gifts and talents—find out what you are good at and lik...
B) find your purpose in life—the work that
you love to do; and
WELL-BEING AT THE SELF-ACTUALIZING
STAGE OF DEVELOPMENT (40...
In addition, you will be looking for opportunities to align your
purpose with your work so you find meaning in your life.
...
B) develop your empathy and social
intelligence skills; and,
WELL-BEING AT THE INTEGRATING
STAGE OF DEVELOPMENT (50-59 YEA...
In addition, you will be looking for
opportunities to collaborate with
other like-minded individuals on
projects that allo...
B) develop your compassion skills; and,
WELL-BEING AT THE SERVING
STAGE OF DEVELOPMENT (60 + YEARS)
A) release any fears y...
In addition, you will be looking for opportunities to
participate in acts of self-less service by alleviating suffering
an...
WHAT PREVENTS US FROM
FINDING WELL-BEING AT WORK
The personality of
your boss
(subconscious fear-
based beliefs—lack of
in...
YOUR LACK
OF INTERNAL
ALIGNMENT
1
These are the issues you have with
regard to your unmet survival
(control), safety (rela...
THE CULTURE
OF THE
ORGANIZ-
ATION
2
If the culture of the organization
does not align with your values
and does not suppor...
EXERCISE
Discuss in your group
how the culture of your
organization affects your
level of well-being
at work..
THE
PERSONALITY
OF YOUR
BOSS
3
These are the issues your boss
has with regard to his or her
unmet survival (control), safe...
EXERCISE
Discuss with a
partner how your
boss affects your
level of well-being
at work.
MEASURING
THE CULTURAL HEALTH
(WELL-BEING)
OF YOUR ORGANIZATION
measures the level of fear-driven
organizational dysfunction. It
measures the proportion of
limiting values in an
organiza...
is the inverse of the cultural entropy
score. It measures the proportion of
positive values in an organization—
the extent...
I am going to show you
values assessments for
two teams.
Based on these results,
I want you to decide
which team you would...
TOP TEN CURRENT
CULTURE VALUES OF
TEAM “A”
Customer satisfaction
Making a difference
Commitment
Employee fulfilment
Contin...
Long hours(L)
Confusion (L)
Short-term focus (L)
Blame (L)
Information hoarding (L)
Manipulation (L)
Hierarchy (L)
Results...
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-1 IRS (L)=0-0...
C
T
S 2
1
3
4
5
6
7
TEAM “A” (19 PEOPLE)
Values Distribution
Positive Values
Potentially Limiting Values
C = Common Good
T...
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=9-3-0 IRS (L)=0-0...
C
T
S 2
1
3
4
5
6
7
TEAM “B” (35 PEOPLE)
Values Distribution
Positive Values
Potentially Limiting Values
C = Common Good
T...
CULTURAL HEALTH OF ORGANIZATION “A”
Top ten current culture values
1
Customer
satisfaction
2
Making a
Difference
3Commitme...
CULTURAL HEALTH OF ORGANIZATION “B”
Top ten current culture values
1Long hours (L)
2 Confusion (L)
3
Short-term
focus (L)
...
The presence of potentially limiting values
at the Survival, Relationship and Self-
esteem levels of consciousness increas...
When these values are present
Cultural Health decreases
High Performance
Bureaucracy, Hierarchy, Complacency, Arrogance,
C...
ORGANIZATION “B”
Low Well-
Being 53%
High Cultural
Entropy 47%
WHICH ORGANIZATION WOULD BE
THE LEAST STRESSFUL TO WORK IN
...
If Your mind is focused at this level of consciousness
this is what you want to find in your organizational culture
Servic...
WHAT IS
CULTURAL
ENTROPY?
UNNECESSARY OR
UNPRODUCTIVE WORK—
WORK THAT DOES NOT
ADD VALUE.
The amount of energy that is
consumed in an organisation d...
that employees encounter in
their day-to-day activities
that prevent the organisation
from operating at peak
performance a...
Cultural entropy
significantly impacts
employee engagement
25%
39%
53%
66%
80%
94%
0% 8% 15% 23% 30%
Cultural Entropy
Empl...
CULTURAL ENTROPY
HIGHLY ENGAGED <10%
ENGAGED 11-20%
BECOMING DISENGAGED 21-30%
DISENGAGED 31-40%
HIGHLY DISENGAGED > 41%
E...
HOW DOES
CULTURAL
ENTROPY
ARISE?
Cultural entropy is a function of the personal
entropy of the current leaders of an
organ...
WHAT IS
PERSONAL
ENTROPY?
FEAR-DRIVEN ENERGY
Personal entropy is the amount of
that a person expresses in his or
her day-to-day interactions with
ot...
Personal entropy arises from
subconscious fear-based beliefs
learned when we were young about
meeting our survival, safety...
PERSONAL WELL-BEING INHIBITOR
The presence of limiting
values at the survival
relationship and self-
esteem levels of
cons...
personal
entropy
measuring
How to measure
Personal Entropy
ASSESSOR’S OBSERVED
VALUES OF INDIVIDUAL
Which of the following
values/behaviours most ref...
Level Personal Values (PV) Current Culture Values (CC)
7
6
5
4
3
2
1
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)...
C
T
S 2
1
3
4
5
6
7
Positive Values
Potentially Limiting Values
C = Common Good
T = Transformation
S = Self-Interest
Indiv...
What Low and High Personal
Entropy Individuals Focus on …
Low
Entropy
Individuals
(0-6%)
Commitment
Positive attitude
Acce...
A HIGH PERFORMANCE
ORGANIZATION
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Lev...
A LOW PERFORMANCE
ORGANIZATION
power (L) 11 Level 3
blame (L) 10 Level 2
demanding (L) 10 Level 2
manipulative (L) 10 Leve...
ORGANIZATIONS DON’T
TRANSFORM. PEOPLE DO!
ORGANIZATIONAL TRANSFORMATION
BEGINS WITH THE PERSONAL
TRANSFORMATION OF THE LEADERS
Also available in Spanish, Portuguese,
German and French (Dec. 2016)
If you want to find
out more about
measuring Cultural...
Go to:
www.valuescentre.com
www.richardbarrett.net
Contact Me:
richard@valuescentre.com
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Measuring cultural health and well-being in the workplace.

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How to measure the cultural health of your organization using the Cultural Transformation Tools. The ego-soul dynamics of well-being at work.

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Measuring cultural health and well-being in the workplace.

  1. 1. Richard Barrett
  2. 2. WHO AM I?
  3. 3. RICHARD BARRETT OUR VISION To create a positive values-driven society. Chairman and Founder of the Barrett Values Centre (www.richardbarrett.net) To support leaders in building positive values- driven organizations. OUR MISSION
  4. 4. PHIL CLOTHIER provides powerful metrics to support leaders in building values-driven organizations and values-driven societies. CEO of Barrett Values Centre
  5. 5. cultural transformation tools® • Personal Values Assessment • Individual Values Assessment • Individual Development Report Leadership Development Report • Leadership Values Assessment MEASUREMENT TOOLS FOR INDIVIDUALS MEASUREMENT TOOLS FOR HUMAN GROUP STRUCTURES • Cultural Values Assessment • Cultural Evolution Report • Espoused Values Analysis • Merger/Compatibility Report • Customer Values Assessment • Community Values Assessment • National Values Assessment
  6. 6. Agriculture / forestry / fishing Banking / Financial Services Central / Local Government Chemical and pharma Construction Education / University Fast Moving Consumer Goods Food and drink Healthcare Hospitality / Tourism IT/ Telecoms/ Electronics Manufacturing Media/Film/TV/Publishing Military NGO / Not for profit Oil/gas/mining Police & Justice Professional Services Retail and wholesale Scientific / Technical / Engineering Scientific and technical Social housing Transportation The Sectors We Work In
  7. 7. THE BOOKS I WILL BE REFERRING TO TODAY
  8. 8. WHAT REVIEWERS ARE SAYING Raj Sisodia, Co-founder and co-chairman of Conscious Capitalism Inc. and Professor of Global Business, Babson College, USA. “Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frame-works for measuring culture and enabling whole system change are elegant. His reservoir of know-ledge is vast and his connection to timeless wisdom is profound.” Also available in Spanish, Portuguese, German and French (Dec. 2016)
  9. 9. WHAT REVIEWERS ARE SAYING “I rarely do reviews, but this one blows everything out of the park. It provides a frighteningly accurate and scientifically grounded framework that explains the entire process of human consciousness development, with practical tools especially for coaches. Coaching aside, Every human being needs to read this. Period.” Pang on amazon.co.uk This is not a book about coaching per se, it is about the framework of human development that coaches need to be familiar with to facilitate the full emergence of their client’s potential.
  10. 10. WHAT REVIEWERS ARE SAYING John Gray Author of Men Are From Mars, Women Are From Venus “A brilliant synthesis of the psychology of the future.” Patricia Aberdeen Author of Megatrends 2010: The Rise of Conscious Capitalism and Conscious Money. “Richard’s brilliant book redefines the meaning of well-being for the 21st century. A must read!” John Mackey Co-Founder and co-CEO, Whole Foods Market. “A brilliant book that will challenge your understanding of who you are and the world in which you live.” Available August 2016
  11. 11. In Order to Understand The Ego-Soul Dynamics of Well-Being At Work We Must First Define “WELL-BEING”
  12. 12. What does well-being mean to you? Discuss with a partner
  13. 13. WELLBEING isthefeelingyouget whenyouareableto satisfytheneedsofthe stageofpsychological developmentyouareat andhavenounmet needsfromprevious stages.
  14. 14. THE SEVEN STAGES OF PSYCHOLOGIC L DEVELOPMENT
  15. 15. THE 4 MINDS AND 3 BRAINS Most scientists have a tendency to think of our mind/brain as a single operating whole, but it is not. We have four minds and three brains that control our reflexes, behaviours and decision-making. The four minds and three brains in order of their appearance in our lives are:
  16. 16. Neocortex Mind/Brain4 Limbic Mind/BrainEmotional Mind3 Reptilian Mind/Brain 2 1 Soul Mind THE FOUR MINDS
  17. 17. THE BODY MIND AND EGO MIND The reptilian, limbic and neocortex brains together are known as the triune brain. The reptilian mind/brain is known as the body-mind. The emotional mind and rational mind are known as the ego-mind.
  18. 18. A PERSONAL JOURNEY Every person is on an evolutionary journey of psychological development. SERVING SELF-ACTUALIZING INDIVIDUATING DIFFERENTIATING CONFORMING SURVIVING INTEGRATING
  19. 19. “WELL-BEING ATWORK” Well-being at work is the feeling you get when you are able to satisfy the needs of the adult stages of psychological development—Individuating, Self-actualizing, Integrating and Serving SERVING INTEGRATING SELF- ACTUALIZING INDIVIDUATING
  20. 20. We grow in stages of psychological development We operate at levels of consciousness We live inside (are embedded in) cultural world views STAGES, LEVELS AND WORLD VIEWS
  21. 21. LEVELS OF CONSCIOUSNESS All things being normal, the level of consciousness we operate from will correspond to the stage of psychological development we have reached.
  22. 22. STAGES & LEVELS SERVING SERVICE INTEGRATING MAKING A DIFFERENCE SELF-ACTUALISING INTERNAL COHESION INDIVIDUATING TRANSFORMATION DIFFERENTIATING SELF-ESTEEM CONFORMING RELATIONSHIP SURVIVING SURVIVAL EvolutionofPersonalConsciousness 7 6 5 4 3 2 1
  23. 23. SURVIVING
  24. 24. 7 6 5 4 3 2 1 SURVIVING INFANCY: 0-2 Years Old NEED TO MANAGE YOUR ENVIRONMENT GETTING OUR BASIC PHYSIOLOGICAL NEEDS MET STAYING ALIVE! MOTIVATION
  25. 25. CONFORMING
  26. 26. CHILDHOOD: 3-7 Years Old NEED TO FEEL ACCEPTANCE & BELONGING IN FAMILY LEARNING TO BE LOVED AND FEEL PROTECTED KEEPING SAFE! MOTIVATION CONFORMING 7 6 5 4 3 2 1
  27. 27. DIFFERENTIATING
  28. 28. TEENAGER: 8-24 Years Old BEING RECOGNIZED AND VALUED (SELF-ESTEEM) FEELING SECURE! MOTIVATION DIFFERENTIATING 7 6 5 4 3 2 1 NEED TO FEEL ACCEPTANCE & BELONGING IN PEER GROUP
  29. 29. INDIVIDUATING
  30. 30. YOUNG ADULT: 25-39 Years Old NEED FOR FREEDOM AND AUTONOMY RESPONSIBILITY AND ACCOUNTABILITY FOR YOUR LIFE RELEASING YOUR FEARS! MOTIVATION INDIVIDUATING 7 6 5 4 3 2 1
  31. 31. SELF-ACTUALIZING
  32. 32. ADULTHOOD: 40-49 Years Old SELF-ACTUALIZING NEED FOR MEANING AND PURPOSE BECOMING FULLY WHO YOU ARE! SELF- EXPRESSION MOTIVATION 7 6 5 4 3 2 1
  33. 33. INTEGRATING
  34. 34. MATURE ADULT: 50-59 Years Old INTEGRATING DESIRE TO MAKE A DIFFERENCE UNCONDITIONAL LOVING RELATIONSHIPS EMPATHY CONNECTING MOTIVATION 7 6 5 4 3 2 1
  35. 35. SERVING
  36. 36. SENIOR: 60+ Years Old DESIRE TO SERVE THE GREATER GOOD SELF-LESS SERVICE COMPASSION CONTRIBUTING MOTIVATION 7 6 5 4 3 2 1 SERVING
  37. 37. UNDERSTANDING EGO-SOUL DYNAMICS
  38. 38. MASTERING SURVIVING PREPARES YOU FOR SELF-ACTUALIZING SERVING INTEGRATING SELF-ACTUALIZING INDIVIDUATING DIFFERENTIATING CONFORMING SURVIVING SOUL EGO-SOUL ALIGNMENT EGO 7 6 5 4 3 2 1 Self-expression Control No existential fears
  39. 39. If you have fears about surviving, you will not be able to self-express.
  40. 40. SERVING INTEGRATING SELF-ACTUALISING INDIVIDUATING DIFFERENTIATING CONFORMING SURVIVING SOUL EGO-SOUL ALIGNMENT EGO Connecting Belonging 7 6 5 4 3 2 1 MASTERING CONFORMING PREPARES YOU FOR INTEGRATING
  41. 41. If you have fears about being accepted, you will not be able to connect.
  42. 42. SERVING INTEGRATING SELF-ACTUALISING INDIVIDUATING DIFFERENTIATING CONFORMING SURVIVING SOUL EGO-SOUL ALIGNMENT EGO Contributing 7 6 5 3 2 1 4 Recognition MASTERING DIFFERENTIATING PREPARES YOU FOR SERVING
  43. 43. If you have fears about your self-worth, you will not be able to contribute.
  44. 44. “ ” A failure to master to the ego stages of development results in mental and physical disorders later in life.
  45. 45. Values? ‘S What are Donald
  46. 46. In the Introduction to The New Leadership Paradigm I plotted the values of several leaders based on the books they had written about leadership.
  47. 47. Disciplined Giving back Image (L) Loyalty Passion Profit Reciprocity Revenge (L) Ruthless (L) Winning A toxic mixture of values 2010 Unmet needs Service Making a difference Internal cohesion Transformation Self-esteem Relationships Survival
  48. 48. LET’S DO AN EXERCISE 1. What age group are you in— Individuating, Self-actualizing, Integrating or Serving? 2. Form groups of 4, 5 or 6 people in same age group. 3. Discuss what well-being means for you in your age group?
  49. 49. HavingDefinedWell-Being, WeMustNowDefine “WELL-BEING ATWORK”
  50. 50. B) become responsible and accountable for every aspect of your life; and WELL-BEING AT THE INDIVIDUATING STAGE OF DEVELOPMENT (25-39 YEARS) A) know yourself—identify your most important values and the behaviours that align with those values; In order to find well-being at the individuating stage of psychological development you need to: C) learn to manage your fears and develop your emotional intelligence skills.
  51. 51. In addition, you will be looking for opportunities to explore your gifts and talents—find out what you are good at and like doing and what you are not so good and do not like doing. We don't want to be micro-managed, but we do want someone we can turn to for advice. Someone we know we can rely on who has our best interests at heart. Without freedom, autonomy and challenges at this stage of development, you will not experience well-being.
  52. 52. B) find your purpose in life—the work that you love to do; and WELL-BEING AT THE SELF-ACTUALIZING STAGE OF DEVELOPMENT (40-49 YEARS) A) release any fears you may have about fully expressing who you really are; In order to find well-being at the self-actualizing stage of psychological development you will need to: C) express your creativity.
  53. 53. In addition, you will be looking for opportunities to align your purpose with your work so you find meaning in your life. You will want a job that allows you to fully express who you are, sparks your creativity and unleashes your passion. If you cannot fully express who you are, you will not experience well-being.
  54. 54. B) develop your empathy and social intelligence skills; and, WELL-BEING AT THE INTEGRATING STAGE OF DEVELOPMENT (50-59 YEARS) A) release any fears you have about forming unconditional loving relationships; In order to find well-being at the integrating stage of psychological development you will need to: C) actualize your purpose by connecting with other like-minded individuals to make a difference in the world.
  55. 55. In addition, you will be looking for opportunities to collaborate with other like-minded individuals on projects that allow you to actualize your purpose in life. If you cannot connect with others to make a difference, you will not experience well-being.
  56. 56. B) develop your compassion skills; and, WELL-BEING AT THE SERVING STAGE OF DEVELOPMENT (60 + YEARS) A) release any fears you have about your self-worth; In order to find well-being at the serving stage of psychological development you will need to: C) let yourself be guided by your soul’s inspiration.
  57. 57. In addition, you will be looking for opportunities to participate in acts of self-less service by alleviating suffering and/or caring for the well-being of future generations, humanity and the planet. You want to leave the world a better place than you found it. If you cannot make a contribution, you will not experience well-being.
  58. 58. WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK The personality of your boss (subconscious fear- based beliefs—lack of internal alignment). 3 The culture of the organization— potentially limiting values. 21 Your personality (subconscious fear- based beliefs—lack of internal alignment).
  59. 59. YOUR LACK OF INTERNAL ALIGNMENT 1 These are the issues you have with regard to your unmet survival (control), safety (relationship) and security (self-esteem) needs. You must learn to manage your subconscious and conscious fears and develop your emotional intelligence skills. You will need feedback from your co-workers to master your fears. Cultural Transformation Tools: Individual Development Report
  60. 60. THE CULTURE OF THE ORGANIZ- ATION 2 If the culture of the organization does not align with your values and does not support you in meeting your needs you will not feel a sense of well-being—you will not feel engaged. (High cultural entropy and low cultural well-being scores) Cultural Transformation Tools: Cultural Values Assessment
  61. 61. EXERCISE Discuss in your group how the culture of your organization affects your level of well-being at work..
  62. 62. THE PERSONALITY OF YOUR BOSS 3 These are the issues your boss has with regard to his or her unmet survival (control), safety (relationship) and security (self- esteem) needs. He/she must learn to manage his/her fears and develop his/her emotional intelligence skills. He/she will need feedback from their subordinates and peers to master his/her fears. Cultural Transformation Tools: Leadership Development Report, Leadership Values Assessment
  63. 63. EXERCISE Discuss with a partner how your boss affects your level of well-being at work.
  64. 64. MEASURING THE CULTURAL HEALTH (WELL-BEING) OF YOUR ORGANIZATION
  65. 65. measures the level of fear-driven organizational dysfunction. It measures the proportion of limiting values in an organization. Cultural Entropy The Barrett Values Centre’s ® score
  66. 66. is the inverse of the cultural entropy score. It measures the proportion of positive values in an organization— the extent to which employees feel their needs are being met. Cultural Health The Barrett Values Centre’s score
  67. 67. I am going to show you values assessments for two teams. Based on these results, I want you to decide which team you would prefer to work in.
  68. 68. TOP TEN CURRENT CULTURE VALUES OF TEAM “A” Customer satisfaction Making a difference Commitment Employee fulfilment Continuous improvement Humour/fun Shared vision Customer collaboration Balance (home/work) Teamwork
  69. 69. Long hours(L) Confusion (L) Short-term focus (L) Blame (L) Information hoarding (L) Manipulation (L) Hierarchy (L) Results orientation Bureaucracy (L) Quality TOP TEN CURRENT CULTURE VALUES OF TEAM “B”
  70. 70. Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0 customer satisfaction 13 2(O) making a difference 13 6(S) commitment 10 5(I) employee fulfilment 10 6(O) continuous improvement 9 4(O) humour/ fun 9 5(O) shared vision 9 5(O) customer collaboration 8 6(O) balance (home/work) 6 4(O) teamwork 6 4 (R) customer satisfaction 12 2(O) continuous improvement 10 4(O) employee fulfilment 10 6(O) making a difference 9 6(S) shared vision 9 5(O) continuous learning 8 4(O) accountability 6 4(R) innovation 6 4(O) teamwork 6 4(R) trust 6 5(R) Values PlotCopyright 2015 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 6 PV - DC 4 Cultural Entropy: Current Culture 7% family 15 2(R) making a difference 13 6(S) humour/ fun 11 5(I) well-being 11 6(I) continuous learning 10 4(I) commitment 8 5(I) accountability 7 4(R) financial stability 7 1(I) trust 7 5(R) compassion 6 7(R) TEAM “A” (19 PEOPLE)
  71. 71. C T S 2 1 3 4 5 6 7 TEAM “A” (19 PEOPLE) Values Distribution Positive Values Potentially Limiting Values C = Common Good T = Transformation S = Self-Interest 9% 17 % 25 % 21 % 9% 14 % 5% 0% 0% 0% 0% 60% 7 6 5 4 3 2 1 1% 24 % 28 % 20 % 4% 10 % 6% 5% 0% 2% 0% 60% 7 6 5 4 3 2 1 4% 22 % 23 % 27 % 10 % 9% 5% 0% 0% 0% 0% 60% 7 6 5 4 3 2 1 CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24 Cultural Entropy = 0% Cultural Entropy = 0% 26% 46% 28% 25% 48% 27% 26% 50% 24% Low level of Cultural Entropy = High level of Employee Engagement Cultural Entropy = 7% Personal Values Current Culture Values Desired Culture Values Copyright 2015 Barrett Values Centre
  72. 72. Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0 confusion (L) 15 3(O) long hours (L) 12 3(O) short-term focus (L) 11 1(O) blame (L) 10 2(R) information hoarding (L) 9 3(R) manipulation (L) 8 2(R) hierarchy (L) 8 3(O) results orientation 7 3(O) bureaucracy (L) 6 3(O) quality 6 3(O) continuous improvement 11 4(O) information sharing 10 4(O) quality 9 3(O) customer satisfaction 8 2(O) teamwork 8 4(R) accountability 7 4(R) professionalism 7 3(O) efficiency 6 3(O) balance (home/work) 6 4(O) continuous learning 6 4(O) Values PlotCopyright 2015 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 1 PV - DC 2 Cultural Entropy: Current Culture 47% commitment 26 5(I) honesty 12 5(I) integrity 9 5(I) adaptability 8 4(I) continuous learning 8 4(I) responsibility 8 4(I) cooperation 8 5(R) efficiency 7 3(I) family 6 2(R) humour/ fun 6 5(I) TEAM “B” (35 PEOPLE)
  73. 73. C T S 2 1 3 4 5 6 7 TEAM “B” (35 PEOPLE) Values Distribution Positive Values Potentially Limiting Values C = Common Good T = Transformation S = Self-Interest Cultural Entropy = 47% Personal Values Current Culture Values Desired Culture Values 5% 7% 36 % 21 % 13 % 10 % 6% 0 % 0 % 2 % 0% 60% 7 6 5 4 3 2 1 2 % 5 % 7 % 16 % 11 % 6 % 6 % 25 % 11 % 11 % 0% 60% 7 6 5 4 3 2 1 3 % 9 % 23 % 32 % 18 % 10 % 3 % 0 % 0 % 2 % 0% 60% 7 6 5 4 3 2 1 CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33 Cultural Entropy = 2% Cultural Entropy = 2% High level of Cultural Entropy = Low level of Employee Engagement Copyright 2015 Barrett Values Centre
  74. 74. CULTURAL HEALTH OF ORGANIZATION “A” Top ten current culture values 1 Customer satisfaction 2 Making a Difference 3Commitment 5 Continuous Improvement 7Shared Vision 9 Balance (home/work) 4 Employee Fulfillment 6 Humor / Fun 8 Customer Collaboration 10 Teamwork Cultural Entropy Score = 7% 93% Cultural Health Score =
  75. 75. CULTURAL HEALTH OF ORGANIZATION “B” Top ten current culture values 1Long hours (L) 2 Confusion (L) 3 Short-term focus (L) 5 Information hoarding (L) 7Hierarchy (L) 9Bureaucracy (L) 4 Blame (L) 6 Manipulation (L) 8 Results orientation 10 Quality Cultural Entropy Score = 47% 53% Cultural Health Score =
  76. 76. The presence of potentially limiting values at the Survival, Relationship and Self- esteem levels of consciousness increases stress and lowers the overall level of cultural health in an organization. CULTURAL HEALTH INHIBITORS
  77. 77. When these values are present Cultural Health decreases High Performance Bureaucracy, Hierarchy, Complacency, Arrogance, Confusion, Power-seeking, Silo Mentality Harmonious Relationships Blame, Manipulation, Internal Competition, Empire Building, Internal Politics. Financial Stability Control, Micro-management, Greed, Demanding, Exploitation, Job Insecurity, Short-term focus 7 6 5 4 3 2 1 CULTURAL HEALTH INHIBITORS
  78. 78. ORGANIZATION “B” Low Well- Being 53% High Cultural Entropy 47% WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN Long hours(L) Confusion (L) Short-term focus (L) Blame (L) Information hoarding (L) Manipulation (L) Hierarchy (L) Results orientation Bureaucracy (L) Quality Stress Inducing Values Customer satisfaction Making a difference Commitment Employee fulfilment Continuous improvement Humour/fun Shared vision Customer collaboration Balance (home/work) Teamwork No Stress Inducing Values ORGANIZATION “A” High Well- Being 93% Low Cultural Entropy 7%
  79. 79. If Your mind is focused at this level of consciousness this is what you want to find in your organizational culture Service to Humanity and the Planet Social Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility. Strategic Alliances and Partnerships Environmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.Building Internal Community Shared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency. Continuous Renewal and Learning Accountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth. High Performance Systems, Processes, Quality, Best Practices, Achievement, Pride in Performance. Harmonious Relationships Loyalty, Open Communication, Customer Satisfaction, Collegiality, Friendship, Harmony. Financial Stability Financial Stability, Shareholder Value, Organisational Growth, Employee Health, Safety. SERVING (60 + years) INTEGRATING (50-59) years SELF-ACTUALIZING (40-49 years) INDIVIDUATING (25-39 years) DIFFERENTIATING CONFORMING SURVIVING
  80. 80. WHAT IS CULTURAL ENTROPY?
  81. 81. UNNECESSARY OR UNPRODUCTIVE WORK— WORK THAT DOES NOT ADD VALUE. The amount of energy that is consumed in an organisation doing
  82. 82. that employees encounter in their day-to-day activities that prevent the organisation from operating at peak performance and cause employees to experience stress and prevent them from getting their needs met. It is a measure of the CONFLICT, FRICTION AND FRUSTRATION
  83. 83. Cultural entropy significantly impacts employee engagement 25% 39% 53% 66% 80% 94% 0% 8% 15% 23% 30% Cultural Entropy EmployeeEngagement
  84. 84. CULTURAL ENTROPY HIGHLY ENGAGED <10% ENGAGED 11-20% BECOMING DISENGAGED 21-30% DISENGAGED 31-40% HIGHLY DISENGAGED > 41% EMPLOYEE ENGAGEMENT
  85. 85. HOW DOES CULTURAL ENTROPY ARISE? Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of past leaders as embedded in the structures, systems, policies and procedures.
  86. 86. WHAT IS PERSONAL ENTROPY?
  87. 87. FEAR-DRIVEN ENERGY Personal entropy is the amount of that a person expresses in his or her day-to-day interactions with other people.
  88. 88. Personal entropy arises from subconscious fear-based beliefs learned when we were young about meeting our survival, safety and security needs.
  89. 89. PERSONAL WELL-BEING INHIBITOR The presence of limiting values at the survival relationship and self- esteem levels of consciousness. I am not enough I am not loved enough I don’t have enough
  90. 90. personal entropy measuring
  91. 91. How to measure Personal Entropy ASSESSOR’S OBSERVED VALUES OF INDIVIDUAL Which of the following values/behaviours most reflect how individual “X” operates? Pick ten. LEADERSHIP VALUES ASSESSMENT LEADERSHIP DEVELOPMENT REPORT INDIVIDUAL DEVELOPMENT REPORT INDIVIDUAL’S VALUES Which of the following values/behaviours most reflect how you operate? Pick ten. http://www.valuescentre.com/our-products/products- leaders/leadership-values-assessment-lva
  92. 92. Level Personal Values (PV) Current Culture Values (CC) 7 6 5 4 3 2 1 IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 long hours (L) 16 3(I) quality conscious 13 3(O) drive and determination 12 4(I) analytical 10 3(I) commitment 10 5(I) cautious (L) 8 1(I) reliable 8 3(R) achievement 7 3(I) demanding (L) 7 2(R) internally competitive (L) 6 2(R) Matches 3 adaptability 4(I) connecting with stakeholders 6(R) drive and determination 4(I) goals orientation 4(O) innovative 4(I) long hours (L) 3(I) making a difference 6(O) strategic thinker 4(I) vision 7(I) win-win partnerships 6(O) I = Individual R = Relationship Orange = Values Match P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Personal Entropy = 27% High Personal Entropy Individual (20 Assessors)
  93. 93. C T S 2 1 3 4 5 6 7 Positive Values Potentially Limiting Values C = Common Good T = Transformation S = Self-Interest Individual’s perspective Observed Values by Assessors Copyright 2015 Barrett Values Centre High Personal Entropy Individual (20 Assessors) 10 % 30 % 0% 50 % 0% 0% 0% 10% 0% 0% 0% 60% 7 6 5 4 3 2 1 3% 5% 12 % 20 % 25 % 7% 1% 10% 8% 9% 0% 60% 7 6 5 4 3 2 1 Personal Entropy = 27%
  94. 94. What Low and High Personal Entropy Individuals Focus on … Low Entropy Individuals (0-6%) Commitment Positive attitude Accessible Teamwork Trustworthy Integrity Accountability Customer satisfaction Enthusiasm Fairness Internal Cohesion Focus High Entropy Individuals (21%+) Commitment Controlling (L) Ambitious Results orientation Demanding (L) Experience Goals orientation Authoritarian (L) Humor/fun Power (L) Self- Esteem Focus Stress Inducing Values Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010)
  95. 95. A HIGH PERFORMANCE ORGANIZATION 1. customer satisfaction 16 Level 2 2. commitment 11 Level 5 3. continuous learning 11 Level 4 4. making a difference 11 Level 6 5. global perspective 9 Level 3 6. mentoring 9 Level 6 7. enthusiasm 8 Level 5 8. leadership development 8 Level 6 9. integrity 7 Level 5 10. open communication 7 Level 2 11. optimism 7 Level 5 12. shared values 7 Level 5 Culture Values CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Cultural Entropy 7% Internal Cohesion continuous learning 11 Level 4 generosity 11 Level 5 commitment 10 Level 5 positive attitude 10 Level 5 vision 10 Level 7 ambitious 9 Level 3 making a difference 8 Level 6 results orientation 8 Level 3 honesty 7 Level 5 integrity 7 Level 5 intuition 7 Level 6 leadership developer 7 Level 6 Leader’s Values LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Internal Cohesion Personal Entropy 9%
  96. 96. A LOW PERFORMANCE ORGANIZATION power (L) 11 Level 3 blame (L) 10 Level 2 demanding (L) 10 Level 2 manipulative (L) 10 Level 2 experience 9 Level 3 controlling (L) 8 Level 1 arrogant (L) 7 Level 3 authoritarian (L) 6 Level 1 exploitative (L) 6 Level 1 ruthless (L) 6 Level 1 Leader’s Values LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Personal Entropy 64% CVA Current Culture Culture Values PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Cultural Entropy 38% 1. short-term focus (L) 13 Level 1 2. blame (L) 11 Level 2 3. manipulation (L) 10 Level 2 4. caution (L) 7 Level 1 5. cynicism (L) 7 Level 3 6. bureaucracy (L) 6 Level 3 7. control (L) 6 Level 1 8. cost reduction 5 Level 1 9. empire building (L) 5 Level 2 10. image (L) 5 Level 3 11. long hours (L) 5 Level 3
  97. 97. ORGANIZATIONS DON’T TRANSFORM. PEOPLE DO!
  98. 98. ORGANIZATIONAL TRANSFORMATION BEGINS WITH THE PERSONAL TRANSFORMATION OF THE LEADERS
  99. 99. Also available in Spanish, Portuguese, German and French (Dec. 2016) If you want to find out more about measuring Cultural Well-being, Cultural Entropy and Personal Entropy and creating a high performance organization that supports employee well-being.
  100. 100. Go to: www.valuescentre.com www.richardbarrett.net Contact Me: richard@valuescentre.com

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