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The ego soul dynamics of depression at work

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This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.

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The ego soul dynamics of depression at work

  1. 1. The Ego-Soul Dynamics of Depression at Work Richard Barrett
  2. 2. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 2 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE WHO AM I?
  3. 3. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 3 Chairman and Founder of the Barrett Values Centre (www.richardbarrett.net) OUR MISSION To support leaders in building positive values-driven organizations. OUR VISION To create a positive values-driven society.
  4. 4. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 4 … powerful metrics to support leaders in building values- driven organizations and values-driven societies. provides … Phil Clothier, CEO of Barrett Values Centre.
  5. 5. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 5 Key Stats: Founder: Richard Barrett Since: 1997 Scale: Over 6000 organisations use CTT assessments in 94 counties Values Assessments for: Individuals, Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and Nations Global Network: Over 5,000 Certified Practitioners and Consultants Supporting Leaders in Building Values-Driven Organisations
  6. 6. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 6 THE SECTORS WE WORK IN: • Agriculture / forestry / fishing • Banking / Financial Services • Central / Local Government • Chemical and pharma • Construction • Education / University • Fast Moving Consumer Goods • Food and drink • Healthcare • Hospitality / Entertainment / 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
  7. 7. 1998 2006 2010 20111995 2012 2013 2014 2015 2016 MY BOOKS
  8. 8. 1995 2012 BOOKS ABOUT PERSONAL TRANSFORMATION
  9. 9. 1998 2006 2013 BOOKS ABOUT ORGANIZATIONAL TRANSFORMATION
  10. 10. 2011 2015 BOOKS ABOUT NATIONAL TRANSFORMATION
  11. 11. 2010 2014 BOOKS ABOUT LEADERSHIP
  12. 12. Books about Psychology 2013 2014 2016 These are the books I will be referring to today.
  13. 13. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 13 “Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frameworks 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.” Raj Sisodia, Co-founder and co- chairman of Conscious Capitalism Inc. and Professor of Global Business, Babson College, USA. WHAT REVIEWERS ARE SAYING …
  14. 14. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 14 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. “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 WHAT REVIEWERS ARE SAYING …
  15. 15. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 15 “A brilliant synthesis of the psychology of the future.” John Gray, author of Men Are From Mars, Women Are From Venus “Richard’s brilliant book redefines the meaning of well-being for the 21st century. A must read!” Patricia Aburdene, author of Megatrends 2010: The Rise of Conscious Capitalism and Conscious Money. “A brilliant book that will challenge your understanding of who you are and the world in which you live. Highly recommended.” John Mackey, co-Founder and co-CEO, Whole Foods Market. Available August 2016 WHAT REVIEWERS ARE SAYING …
  16. 16. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 16 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE IN ORDER TO UNDERSTAND THE EGO- SOUL DYNAMICS OF DEPRESSION WE MUST ADDRESS THE PROBLEM OF IDENTITY
  17. 17. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 17 Let’s do an exercise
  18. 18. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 18 EXERCISE I am going to make a series of statements. If the statement is true for you, please stand up. Otherwise remain seated.
  19. 19. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 19 Who are you? EXERCISE (Practice run) I have a television
  20. 20. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 20 Who are you? EXERCISE (Practice run) I am a television
  21. 21. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 21 Who are you? EXERCISE (Now the real thing) I have a body
  22. 22. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 22 Who are you? EXERCISE (Now the real thing) I am a body
  23. 23. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 23 Who are you? EXERCISE I have an ego
  24. 24. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 24 Who are you? EXERCISE I am an ego
  25. 25. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 25 Who are you? EXERCISE I have a soul
  26. 26. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 26 Who are you? EXERCISE I am a soul
  27. 27. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 27 Who are you? EXERCISE 3 minutes Discuss with your neighbour 1. Are you primarily an ego or are you primarily a soul? 2. Do you have a soul or are you a soul?
  28. 28. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 28 Progression in Enlightenment 1. I have a soul 2. I am a soul 3. Your soul has you A fundamental shift in IDENTITY A shift from 3-D awareness to 4-D awareness
  29. 29. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 29 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE … WE MUST ALSO SOLVE THE PROBLEM OF PERSPECTIVE
  30. 30. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 30
  31. 31. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 31 Understanding the difference between the Ego and Soul Realities FIVE FINGER EXERCISE If we can understand the difference between two- dimensional reality and three-dimensional reality then we can get a sense of what the difference is between three-dimensional reality and four-dimensional reality.
  32. 32. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 32 FIVE FINGER EXERCISE FLATLAND
  33. 33. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 33  Our physical senses are only tuned in to interpreting what is happening in our 3-D material reality—a narrow band of frequencies.  As long as we identify with our physical body and its senses, we will be unaware of what is happening in our 4-D energetic reality. PERCEPTION
  34. 34. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 34 Three-dimensional reality SEPARATION THE COMB ANALOGY
  35. 35. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 35 Four-dimensional reality CONNECTION THE COMB ANALOGY
  36. 36. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 36 Perception is the root of reality. Because of our limited senses we can only perceive a small spectrum of frequencies. What you perceive and believe becomes your reality. The only thing stopping you from identifying with your soul are the beliefs of the ego about who you are and the world in which you live. PERCEPTION
  37. 37. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 37 SOUL Four-dimensional energetic awareness (The reality of the soul) BODY MIND Science Psychology Three-dimensional material awareness (The reality of the ego) EGO AND SOUL AWARENESS
  38. 38. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 38 The non mathematician is seized by a mysterious shuddering when he hears of four-dimensional things, by a feeling that is not unlike the occult. But there is no more commonplace statement than the world in which we live is a four-dimensional continuum. FOUR DIMENSIONAL AWARENESS
  39. 39. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 39 Properties of 3-D ego awareness Properties of 4-D soul awareness Time Timelessness Space Omnipresence Matter Energy PROPERTIES OF EGO AND SOUL AWARENESS
  40. 40. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 40 The ego’s 3-D experience of reality The soul’s 4-D experience of reality Death and decay Being Separation Connection Limitation Possibility Lack Abundance FEAR LOVE THE EGO’S AND SOUL’S EXPERIENCE OF REALITY
  41. 41. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 41  What separates us from our souls (energetically) are the ego’s conscious and subconscious fear- based beliefs—your belief in separation, limitation, lack, death and decay (personal entropy).  The four-dimensional energetic soul lives in an energetic field of love energy—abundance, possibility, connection and being. EGO-SOUL SEPARATION
  42. 42. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 42 Ego’s material awareness Soul’s energetic awareness Death and decay Being Separation Connection Limitation Possibility Lack Abundance FEAR LOVE THE SHIFT FROM EGO TO SOUL AWARENESS
  43. 43. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 43 If you want to be happy and find meaning in your life then this is what you must focus on. The soul’s 4-D experience of reality Being Connection Possibility Abundance LOVE THE SOUL’S EXPERIENCE OF REALITY
  44. 44. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 44 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE WITH THIS BACKGROUND ON IDENTITY AND PERSPECTIVE WE CAN NOW DISCUSS DEPRESSION AND WELL-BEING IN THE CONTEXT OF EGO-SOUL DYNAMICS
  45. 45. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 45 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE A THEORY OF EMOTIONS
  46. 46. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 46 My theory of emotions starts from the premise that all emotions are a reflection of energy shifts: a sudden increase or decrease in the amplitude of vibration of our energy field caused by the body’s or the ego’s reaction to changes in their external environment. A positive energy shift enhances the stability of the human energy field, thereby supporting the health of the body. A negative energy shift diminishes the stability of the human energy field thereby inhibiting the health of the body. A THEORY OF EMOTIONS
  47. 47. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 47 POSITIVE EMOTIONS Meeting the needs of the ego—happiness Meeting the desires of the soul—joy NEGATIVE EMOTIONS Not meeting the needs of the ego—anger Not meeting the desires of the soul—sadness Emotional needs might not be met—anxiety Body needs might not be met—fear THE SIX BASIC EMOTIONS
  48. 48. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 48 THE SIX BASIC EMOTIONS Ego emotion Body emotion (feeling) Soul emotion (feeling) Needs/desires met Happiness (alive) Joy Needs/desires might not be met Anxiety Fear (not applicable) Needs/desires not met Anger (distress) Sadness (depression)
  49. 49. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 49 HAPPINESS Happiness is the automatic energetic reaction that arises when we release the anxieties we have about not being able to meet one of our deficiency needs or when a potential threat to a need we have already satisfied is removed. Once the anxiety is released, happiness is felt but quickly dissipates. When we are able to master our deficiency needs, we experience the feeling of contentment. Happiness is linked to the following feelings: relief, pride, pleasure, satisfaction and cheerfulness.
  50. 50. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 50 JOY Joy arises from the delight of the soul about getting its desires satisfied. Joy is the longest lasting positive emotion because it is linked to a sense of fulfilment. Happiness quickly dissipates because it is linked to the release of fear. Joy is associated with the following feelings: optimism, enthusiasm, commitment, expression, creativity, connection, trust, and contribution.
  51. 51. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 51 FEAR Fear is the basic emotion shared by all living organisms. Fear is a present moment experience of the possibility of not getting your needs met. As soon as a threat disappears, the fear associated with the threat dissipates quickly. Fear is linked to the following feelings: shame, guilt, worry, distress, horror, shock, terror and fright. Thus, we can state: A threat to our needs  Fear
  52. 52. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 52 ANXIETY Whereas fear is a present moment experience of the possibility of not getting your needs met, anxiety is a present moment experience of the possibility of not getting your needs met in the future. Anxiety about being punished for something you did, for example, is an experience of the possibility of not getting your love and safety needs met in the future.
  53. 53. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 53 ANGER Anger is the emotional upset associated with coming to terms with the implications arising from a need not being met. The more attached we were to satisfying a particular need, the angrier we become when that need is not met or when we believe it might not be met. Unmet need  Anger
  54. 54. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 54 ANGER We suppress our anger when we feel vulnerable: when we believe that expressing our anger could compromise our ability to get one of our other deficiency needs met. This is why children suppress their anger towards their parents. If they expressed their true feelings, they would risk compromising getting their needs met in the future.
  55. 55. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 55 ANGER AND DEPRESSION Anger/hatred turned inwards  Depression Hatred is the most physiologically damaging of all the feelings associated with anger, especially when your hate is turned inwards; when you believe you are the cause of the reason for not getting your needs met. Hatred of others creates external separation; hatred of self creates internal separation; the ego’s separation from the soul.
  56. 56. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 56 SADNESS When the ego is unable to get its needs met, it experiences anger. When the soul is unable to get its desires met, it experiences sadness. When the sadness of the soul accumulates, we experience depression. Unmet ego needs  Unmet soul desires  Sadness  Depression
  57. 57. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 57 DEPRESSION SICKNESS AND SUICIDE  When the soul continuously experiences sadness—when the ego consistently fails to get its deficiency needs met—the soul’s will to be present in 3-D awareness begins to wane.  When the soul’s will to be present wanes, the body’s will to stay alive weakens and the ego’s will to survive declines.  When the body’s will to stay alive weakens, the body’s immune system becomes compromised. When the ego’s will to survive declines, the ego begins to contemplate suicide.
  58. 58. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 58 A measure of your ability to meet the needs you have at the stage of psychological development you are at (personal mastery) and the needs of the stages of psychological development you have passed through. DEFINITION OF WELL-BEING
  59. 59. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 59 Flourishing occurs towards the end of the second part of our lives after we have mastered the seven stages of psychological development… and we are able to live in full-spectrum consciousness FLOURISHING
  60. 60. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 60  Living in internal alignment (coherence)  Living in external alignment (cohesion) You must experience both at the same time to feel a sense of well-being TWO PARTS TO WELL-BEING
  61. 61. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 61 Internal alignment = Personal alignment External alignment = Cultural alignment You must experience both at the same time to feel a sense of well-being TWO PARTS TO WELL-BEING
  62. 62. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 62 If you do not have personal alignment, it doesn’t matter what cultures you live in, you won’t be able to feel a sense of well-being. You will never be happy and find meaning. PERSONAL ALIGNMENT IS PRIMARY
  63. 63. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 63 If you do have personal alignment, the cultures you live in matter significantly. They can support you in finding well-being or they can hinder you in finding well-being. IMPACT OF CULTURAL ALIGNMENT
  64. 64. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 64 A measure of your ability to meet the needs you have at the stage of psychological development you are at (personal mastery) and the needs of the stages of psychological development you have passed through. LET’S GO BACK TO OUR DEFINITION OF WELL-BEING
  65. 65. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 65 Serving Integrating Self-actualising Individuating Differentiating Conforming Surviving EvolutionofPersonalConsciousness WHAT ARE THE STAGES OF PSYCHOLOGICAL DEVELOPMENT?
  66. 66. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 66 Serving 60+ years Integrating 50-59 years Self-actualising 40-49 years Individuating 25-39 years Differentiating 8-24 years Conforming 3-7 years Surviving 0- 2 years EvolutionofPersonalConsciousness WHEN DO THEY OCCUR?
  67. 67. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 67 Contribution SOUL DESIRES Connection Self-expression START OF EGO-SOUL ALIGNMENT Freedom and autonomy Security—recognition EGO NEEDS Safety—belonging Survival—competence EvolutionofPersonalConsciousness EGO NEEDS AND SOUL DESIRES
  68. 68. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 68 In his book, Towards a Psychology of Being, Abraham Maslow asks the question: “How does growth happen?” He answers in the following way: The single holistic principle that binds together the multiplicity of human motives is the tendency for a new and higher need to emerge as a lower need fulfils itself by being sufficiently gratified.
  69. 69. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 69 Abraham Maslow calls our ego needs deficiency needs and the needs of our higher self (soul) growth needs. Man’s higher nature rests on his lower nature, needing it as a foundation. The best way to develop this higher nature is to fulfil and gratify the lower nature first … (happiness). …satisfying our deficiencies avoids illness; growth satisfactions produce positive health … (meaning).
  70. 70. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 70 Ego needs and Soul desires Contribution GROWTH NEEDS Connection Self-expression START OF EGO-SOUL ALIGNMENT Freedom and autonomy Security—recognition DEFICIENCY NEEDS Safety—belonging Survival—competence EvolutionofPersonalConsciousness
  71. 71. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 71 Roberto Assagioli makes the following observation about the link between values and stages of development: The existence of different levels of being having different values is an evident and undeniable manifest- ation of the great law of evolution, as it progresses from simple and crude stages to more refined and highly organized ones.
  72. 72. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 72  Whatever we need is what we value.  Our values are a reflection of our needs.  Values are the energetic drivers of our aspirations and intentions.  Map your values: www.valuescentre.com/pva NEEDS AND VALUES
  73. 73. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 73  Because the ego believes it inhabits a body and lives in a material world, it thinks it can die.  Because it thinks it can die, it thinks it has needs, and because it thinks it has needs, it develops fears about not being able to get its needs met. NEEDS AND FEARS
  74. 74. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 74  The ego has needs and the soul has desires.  When the ego fails to get its needs met we feel anxious and fearful.  When the soul fails to get its desires met we feel sad and depressed. EGO NEEDS AND SOUL DESIRES
  75. 75. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 75  When you are able to meet your deficiency needs you feel happy and at ease with the world.  When you are unable to meet your deficiency needs you feel unhappy, anxious, fearful and may become depressed or suicidal.  When you are able to meet your growth needs, you want more. You feel joyful. MEETING YOUR DEFICIENCY NEEDS
  76. 76. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 76  Your ego is a field of conscious awareness that identifies with your physical body and material awareness.  The ego is not who you are. It is the mask you wear to get your needs met in the cultural framework of your material three-dimensional framework of existence. Ego = False Self WHAT IS AN EGO?
  77. 77. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 77 “A man without a mask is indeed very rare. One even doubts the possibility of such a man. Everyone in some measure wears a mask.” R. D. Laing The Divided Self THE EGO MASK
  78. 78. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 78  Your soul is an individuated aspect of the universal energy field from which everything in our physical world derives its being.  Your soul is a field of conscious awareness that identifies with your four-dimensional energy field. It is who you really are. You don’t have a soul; your soul has you. WHAT IS A SOUL?
  79. 79. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 79 Soul Self = True Self + Unique Self At the level of the true Self, we all share the same values. At the level of the unique self, we all have different skills, gifts, and talents. This, I believe, is what Maslow was referring to when he wrote: “Each person’s inner nature is in part unique to himself and in part species-wide.” THE TWO ASPECTS OF THE SOUL
  80. 80. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 80  Because the soul identifies with your four- dimensional energy field and not with the body, the soul knows it cannot die.  The soul has no needs because at the level of reality at which it exists it instantaneously creates through its thoughts.  Because the soul has no needs, it has no fears. THE REALITY OF THE SOUL
  81. 81. 2013 2014 2016 These are the books I will be referring to today. BOOKS ABOUT PSYCHOLOGY
  82. 82. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 82 What is different about these books compared to almost all other works on the topics of stages of development and human well-being is that they explore psychological development from the perspective of the ego-soul evolutionary dynamic. You will not find this approach in any scientific papers because the soul (sometimes called the higher-self or the inner core), along with the topic of consciousness, for the most part, is ignored by the academic world. WHAT IS DIFFERENT ABOUT THESE BOOKS
  83. 83. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 83 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE WHAT IS THE EGO-SOUL DYNAMIC AND WHAT ARE THE SEVEN STAGES OF PSYCHOLOGICAL DEVELOPMENT
  84. 84. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 84 A personal journey Every person is on an evolutionary journey of psychological development. Surviving Conforming Differentiating Individuating Self-actualizing Integrating Serving
  85. 85. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 85  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
  86. 86. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 86 All things being normal, the level of consciousness we operate from will correspond to the stage of psychological development we have reached. LEVELS OF CONSCIOUSNESS
  87. 87. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 87 Stages Levels of Consciousness Serving SERVICE Integrating MAKING A DIFFERENCE Self-actualising INTERNAL COHESION Individuating TRANSFORMATION Differentiating SELF-ESTEEM Conforming RELATIONSHIP Surviving SURVIVAL EvolutionofPersonalConsciousness STAGES AND LEVELS
  88. 88. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 88 Surviving STAGES OF PSYCHOLOGICAL DEVELOPMENT
  89. 89. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 89 INFANCY -2 Years Old Staying alive! LEARNING TO CONTROL Ability to get basic physiological needs met. Surviving Stage Motivation STAGES OF PSYCHOLOGICAL DEVELOPMENT
  90. 90. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 90  Where does the will to survive come from? You will not find the answer in any scientific papers. The will to survive is the soul’s will to be present in 3-D material awareness. The will to survive is the motivating force of the body-mind (reptilian mind/brain), the emotional-mind (limbic mind/brain) and rational mind (neocortex mind/brain). THE WILL TO SURVIVE
  91. 91. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 91 Conforming STAGES OF PSYCHOLOGICAL DEVELOPMENT
  92. 92. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 92 Stages of Psychological Development Conforming Stage Motivation CHILDHOOD 3-7 Years Old Keeping safe and secure! LEARNING TO BE LOVED Ability to feel accepted and sense of belonging.
  93. 93. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 93  The ego begins to form soon after the limbic mind/brain becomes dominant around the age of two and continues developing until our early 20s.  The soul mind creates the ego mind when it becomes overwhelmed by the pain of being present in 3-D material reality. This pain is caused by the energy of fear and separation.  Repression and dissociation THE BIRTH OF THE EGO
  94. 94. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 94 Stages of Psychological Development Differentiating
  95. 95. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 95 Differentiating Stage Motivation TEENAGER + 8-24Years Old Distinguishing yourself! LEARNING TO BE RECOGNIZED Ability to feel respected and recognized by others. STAGES OF PSYCHOLOGICAL DEVELOPMENT
  96. 96. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 96  The ego mind is comprised of the emotional mind (limbic mind/brain) and the rational mind (the neocortex mind/brain).  The will to keep safe and feel secure is how the ego interprets the soul’s will to be present in 3-D awareness.  The ego is the unknowing guardian of the soul’s incarnation intention. THE EGO MIND
  97. 97. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 97 Whereas the ego-mind is responsible for the survival, safety and security of the body in its physical, social and cultural framework of existence, the body-mind is responsible for the homeostatic functioning of the physical body— keeping the body alive. THE EGO MIND AND THE BODY MIND
  98. 98. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 98 INDIVIDUATING STAGES OF PSYCHOLOGICAL DEVELOPMENT
  99. 99. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 99 INDIVIDUATING Stage Motivation YOUNG ADULT 25-39 Years Old Releasing your fears! ACCOUNTABILITY Finding freedom and autonomy to understand who you really are. STAGES OF PSYCHOLOGICAL DEVELOPMENT
  100. 100. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 100 SELF-ACTUALIZING STAGES OF PSYCHOLOGICAL DEVELOPMENT
  101. 101. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 101 SELF-ACTUALIZING Stage Motivation ADULTHOOD 40-49 Years Old Becoming who you are! SELF-EXPRESSION Ability to satisfy your desire for meaning and purpose. STAGES OF PSYCHOLOGICAL DEVELOPMENT
  102. 102. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 102 INTEGRATING STAGES OF PSYCHOLOGICAL DEVELOPMENT
  103. 103. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 103 INTEGRATING Stage Motivation MATURE ADULT 50-59 Years Old Aligning with others! CONNECTION Ability to satisfy the desire to make a difference in your world. STAGES OF PSYCHOLOGICAL DEVELOPMENT
  104. 104. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 104 SERVING STAGES OF PSYCHOLOGICAL DEVELOPMENT
  105. 105. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 105 SERVING Stage Motivation SENIOR 60+ Years Old Finding fulfilment! CONTRIBUTION Ability to satisfy your desire to serve the greater good. STAGES OF PSYCHOLOGICAL DEVELOPMENT
  106. 106. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 106 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE UNDERSTANDING EGO-SOUL DYNAMICS
  107. 107. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 107 Ego Development Ego-Soul Alignment Soul Emergence SURVIVING CONFORMING DIFFERENTIATING INDIVIDUATING SELF-ACTUALIZING INTEGRATING SERVING PSYCHOLOGICALDEVELOPMENT STAGES OF PSYCHOLOGICAL DEVELOPMENT
  108. 108. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 108 Individuating Integrating Differentiating Conforming Surviving Stages of Development Serving Self-actualizing SOUL EGO Control If you have fears about surviving you will not be able to self-express Self-expressionEGO-SOUL ALIGNMENT No existential fears MASTERING SURVIVING PREPARES YOU FOR SELF-ACTUALIZING
  109. 109. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 109 SOUL EGO Belonging If you have fears about being accepted you will not be able to connect Connecting Individuating Integrating Differentiating Conforming Surviving Stages of Development Serving Self-actualizing SOUL EGO EGO-SOUL ALIGNMENT MASTERING CONFORMING PREPARES YOU FOR INTEGRATING
  110. 110. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 110 SOUL EGO Recognition If you have fears about your self-worth you will not be able to contribute Contributing Individuating Integrating Differentiating Conforming Surviving Stages of Development Serving Self-actualizing SOUL EGO EGO-SOUL ALIGNMENT MASTERING DIFFERENTIATING PREPARES YOU FOR SERVING
  111. 111. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 111 A failure to master to ego stages of development results in mental and physical disorders when you reach the soul stages of activation.
  112. 112. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 112 Let us for a moment use the incidence of suicide as a proxy for the incidence of depression (sadness of the soul) and show how the scale of suicide/depression relates to the stages of psychological development.
  113. 113. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 113 A FAILURE TO DIFFERENTIATE Issue of Recognition NUMBER OF SUICIDES BY AGE IN UK
  114. 114. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 114 A FAILURE TO INDIVIDUATE Issue of Autonomy NUMBER OF SUICIDES BY AGE IN UK
  115. 115. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 115 A FAILURE TO SELF- ACTUALISE Issue of Self- Expression NUMBER OF SUICIDES BY AGE IN UK
  116. 116. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 116 A FAILURE TO INTEGRATE Issue of Connection NUMBER OF SUICIDES BY AGE IN UK
  117. 117. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 117 A FAILURE TO SERVE Issue of Contribution NUMBER OF SUICIDES BY AGE IN UK
  118. 118. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 118 Differentiating 8-24 Striving for Recognition Self-actualizing 40-49 Striving for Self- expression Individuating 25-39 Striving for Autonomy Integrating 50-59 Striving for Connection Serving 60+ Striving for Contribution The key issues related to depression at work. The dysfunctions associated with a failure to meet the needs of a stage of development may show up in that stage or the early years of the subsequent stage. Age Overlap Age Overlap Age Overlap Age Overlap DEPRESSION AT DIFFERENT STAGES OF DEVELOPMENT
  119. 119. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 119 The fears you develop during the first three stages of development can cause stress and prevent you from fulfilling your soul’s desires, thereby leading depression and sickness later in life. THE IMPACT OF THE EGO’S UNMET NEEDS ON SOUL ACTIVATION
  120. 120. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 120 1. … we believe we may not be able to cope with the demands that have been put on us. 2. … we believe the demands that are being put on will prevent us from getting our own needs met. 3. … we are afraid to confront those who are putting demands on us. The resentment thus created creates internal instability—lack of personal alignment. STRESS OCCURS WHEN …
  121. 121. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 121 1. Stress is not a derivative of what is going on in your life; it is a derivative of the meaning you give to what is going on in your life through your beliefs and your ability to cope. Stress originates from your fears, not from any external source (lack of personal alignment). 2. Your boss may press you to get a job done, but you are the one who converts this demand into stress. Without your inner fears, there is no pressure and stress, there is only what is. STRESS
  122. 122. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 122 1. … we allow the ego’s fear-based beliefs about meeting its deficiency needs prevent us from fulfilling the desires of our soul— lack of personal alignment. OR 2. … the situation (cultural context) in which we find ourselves prevents or blocks us from meeting the needs of the stage of development we are at—lack of cultural alignment. DEPRESSION OCCURS WHEN …
  123. 123. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 123 We can get stressed, depressed and even suicidal when we allow our fear-based PROGRAMMING from the first three stages of development block us from meeting the needs of the stage of development we are at (lack of personal alignment). OR We can get stressed, depressed and even suicidal if the CONTEXT we are living in prevents us from meeting the needs of the stage of development we are at (lack of cultural alignment—parental, organizational, community). IN OTHER WORDS …
  124. 124. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 124 Cultural contexts that prevent us from meeting our needs and in particular the work context. Any fear-based programming (lack of personal alignment) we have will acerbate the downward spiral into depression or suicide due to lack of cultural alignment. The focus of most of the rest of this presentation will be on:
  125. 125. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 125 Surviving Stage (Survival):  Parental (abandonment, uncaring, etc.) Conforming Stage (Belonging)  Parental (lack of acceptance and abuse, etc.) Differentiating Stage (Recognition):  Parental (lack of recognition, etc.)  School (bullying)  Community (discrimination) CAUSES OF NEUROSIS AND DEPRESSION
  126. 126. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 126 Individuating Stage (Autonomy):  Work (high cultural entropy)  Community (discrimination)  National (lack of freedom and discrimination) Self-actualizing Stage (Self-expression):  Work (high cultural entropy)  Community (discrimination)  National (lack of freedom and discrimination) CAUSES OF NEUROSIS AND DEPRESSION
  127. 127. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 127 Integrating Stage (Connection):  Work (high cultural entropy)  Community (discrimination)  National (lack of freedom and discrimination) Serving Stage (Contribution):  Community (discrimination)  National (lack of freedom and discrimination) CAUSES OF NEUROSIS AND DEPRESSION
  128. 128. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 128 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE MEASURING WELL-BEING AT WORK
  129. 129. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 129 Our own lack of internal alignment—ego soul dynamics. Issues we have with regard to our unmet survival, relationship and self-esteem needs, and  The culture of the organization  The character and behaviour of our boss WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK
  130. 130. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 130 I am going to focus on these two issues in the remainder of this presentation:  The culture of the organization  The character and behaviour of our boss WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK
  131. 131. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 131 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE MEASURING CULTURAL WELL-BEING IN AN ORGANIZATION
  132. 132. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 132 Levels of Well-being 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. ` CULTURAL WELL-BEING INDICATOR FOR ORGANIZATIONS
  133. 133. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 133  Higher is only better if all the previous levels have positive values indicators. We need a strong foundation. Well-Being Inhibitors  The presence of limiting values at the financial stability, harmonious relationships and high performance levels can lower the overall level of cultural well-being in an organization. CULTURAL WELL-BEING INDICATOR
  134. 134. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 134 Well-being Inhibitors 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 ` CULTURAL WELL-BEING INHIBITATORS
  135. 135. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 135 1. Customer satisfaction 2. Making a difference 3. Commitment 4. Employee fulfilment 5. Continuous improvement 6. Humour/fun 7. Shared vision 8. Customer collaboration 9. Balance (home/work) 10. Teamwork CULTURAL WELL-BEING OF ORGANIZATION “A” ` Top ten current culture values Cultural Entropy = 7% 93%
  136. 136. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 136 CULTURAL WELL-BEING OF ORGANIZATION “B” ` 1. Long hours(L) 2. Confusion (L) 3. Short-term focus (L) 4. Blame (L) 5. Information hoarding (L) 6. Manipulation (L) 7. Hierarchy (L) 8. Results orientation 9. Bureaucracy (L) 10. Quality Top ten current culture values Cultural Entropy = 47% 53%
  137. 137. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 137 Customer satisfaction Making a difference Commitment Employee fulfilment Continuous improvement Humour/fun Shared vision Customer collaboration Balance (home/work) Teamwork ORGANIZATION “A” Long hours(L) Confusion (L) Short-term focus (L) Blame (L) Information hoarding (L) Manipulation (L) Hierarchy (L) Results orientation Bureaucracy (L) Quality ORGANIZATION “B” High Well- being and Low Cultural Entropy 7% Low Well-being and High Cultural Entropy 47% WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN Stress Inducing Values No Stress Inducing Values
  138. 138. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 138 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE FULL CULTURAL VALUES ASSESSMENT RESULTS FOR ORGANIZATIONS “A” AND “B”
  139. 139. Organization “A” (19 people) 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) 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
  140. 140. Organization “A” (19 people) Personal Values Values DistributionCopyright 2015 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% 0% 0% 5% 14% 9% 21% 25% 17% 9% 0% 20% 40% 60% 1 2 3 4 5 6 7 2% 0% 5% 6% 10% 4% 20% 28% 24% 1% 0% 20% 40% 60% 1 2 3 4 5 6 7 0% 0% 0% 5% 9% 10% 27% 23% 22% 4% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24 Cultural Entropy = 0% Cultural Entropy = 7% Cultural Entropy = 0% Low level of Cultural Entropy = High level of Employee Engagement 26% 46% 28% 25% 48% 27% 26% 50% 24%
  141. 141. Organization “B” (35 people) 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 2016 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) 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
  142. 142. Organization “B” (35 people) Personal Values Values DistributionCopyright 2016 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 2% 0% 0% 6% 10% 13% 21% 36% 7% 5% 0% 20% 40% 60% 1 2 3 4 5 6 7 11% 11% 25% 6% 6% 11% 16% 7% 5% 2% 0% 20% 40% 60% 1 2 3 4 5 6 7 2% 0% 0% 3% 10% 18% 32% 23% 9% 3% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33 Cultural Entropy = 2% Cultural Entropy = 47% Cultural Entropy = 2% High level of Cultural Entropy = Low level of Employee Engagement
  143. 143. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 143 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE WHAT IS CULTURAL ENTROPY?
  144. 144. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 144  The amount of energy that is consumed in an organisation doing unnecessary or unproductive work that does not add value.  It is a measure of the conflict, friction and frustration that employees encounter in their day-to-day activities that prevent the organisation from operating at peak performance and cause employees to experience stress. WHAT IS CULTURAL ENTROPY
  145. 145. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 145 Cultural entropy significantly impacts employee engagement. 25% 35% 45% 55% 65% 75% 85% 0% 5% 10% 15% 20% 25% 30% Cultural Entropy EmployeeEngagement Low Entropy = High Engagement High Entropy = Low Engagement Cultural Entropy and Employee Engagement
  146. 146. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 146 Cultural Entropy and Employee Engagement Cultural Entropy Most employees are …. 10% or less Highly Engaged 11% to 20% Engaged 21% to 30% Becoming Disengaged 31% to 40% Disengaged 41% or more Highly Disengaged
  147. 147. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 147  Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of personal entropy of past leaders as embedded in the structures, systems, policies and procedures. HOW DOES CULTURAL ENTROPY ARISE?
  148. 148. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 148 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE MEASURING PERSONAL ENTROPY OF THE LEADERS
  149. 149. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 149  Personal entropy is the amount of fear-driven energy that a person expresses in his or her day-to-day interactions with other people. It is a measure of the lack of personal well- being and personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs. WHAT IS PERSONAL ENTROPY?
  150. 150. Personal Well-being Indicator Levels of Well-being Service to Humanity and the Planet Compassion, Humility, Forgiveness, Ethics, Future Generations, Wisdom, Ease with Uncertainty. Making a Difference in the Community Actualising Meaning, Collaboration, Intuition, Mentoring, Empathy, Community Involvement. Finding Meaning in Existence Integrity, Authenticity, Creativity, Passion, Honesty, Trust, Fairness, Generosity, Humour/fun. Continuous Growth and Development Adaptability, Continuous Improvement, Courage, Autonomy, Independence, Freedom. Building a Sense of Self Worth Pride in Self, Self-Reliant, Positive Self-image, Being the best, achievement, recognition. Harmonious Relationships Family, Friendship, Belonging, Caring, Open Communication, Listening. Physical Survival and Safety Health, Nutrition, Financial Stability, Self-Discipline, Job security, Wealth. `
  151. 151. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 151  Each level corresponds to a separate stage of psychological development. See Annex.  Higher is only better if all the previous levels have been mastered—have positive values indicators. PERSONAL WELL-BEING INDICATOR
  152. 152. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 152  The presence of limiting values at the survival, relationships and self-worth levels can lower the overall level of personal well-being.  I am not enough  I am not loved enough  I do not have enough PERSONAL WELL-BEING INHIBITOR
  153. 153. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 153 Personal Well-Being Inhibitors Well-being Inhibitors Building a Sense of Self-worth Complacency, Arrogance, Image, Power-seeking, Status-seeking, Boasting, Lack of Confidence. Harmonious Relationships Blame, Being Liked, Manipulation, Jealousy, Neediness, Relationship insecurity, Demanding. Physical Survival and Safety Control, Caution, Risk-averse, Greed, Job Insecurity, Short-term focus, Impatience. `
  154. 154. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 154 PERSONAL WELL-BEING OF LEADER “A” ` Top ten values based on Feedback from collaborators Personal Entropy = 8% 1. Vision 2. Appreciative 3. Enthusiasm 4. Making a difference 5. Global perspective 6. Accessible 7. Authentic 8. Balance home/work 9. Experience 10. Wisdom
  155. 155. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 155 PERSONAL WELL-BEING OF LEADER “B” ` 1. Long hours(L) 2. Confusion (L) 3. Short-term focus (L) 4. Blame (L) 5. Information hoarding (L) 6. Manipulation (L) 7. Hierarchy (L) 8. Results orientation 9. Bureaucracy (L) 10. Quality Personal Entropy = 27% Top ten values based on Feedback from collaborators
  156. 156. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 156 Vision Appreciative Enthusiasm Making a difference Global perspective Accessible Authentic Balance home/work Experience Wisdom LEADER “A” Long hours(L) Quality conscious Drive and determination Ambitious Commitment Cautious (L) Reliable Achievement Demanding (L) Internally competitive (L) LEADER “B” Personal Entropy 8% Personal Entropy 27% WHICH LEADER WOULD BE THE LEAST STRESSFUL TO WORK FOR Stress Inducing Values No Stress Inducing Values
  157. 157. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 157 What Low Entropy Leaders Focus on … Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010) Commitment Controlling (L) Ambitious Results orientation Demanding (L) Experience Goals orientation Authoritarian (L) Humor/fun Power (L) Commitment Positive attitude Accessible Teamwork Trustworthy Integrity Accountability Customer satisfaction Enthusiasm Fairness Low Entropy Leaders (0-6%) High Entropy Leaders (21%+) Values that address employees needs and create internal cohesion Internal Cohesion Focus Self- Esteem Focus Stress Inducing Values
  158. 158. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 158 Cultural Capital is the new frontier of competitive advantage. Mantras Implications The Culture of an organizations is a reflection of leadership consciousness Measurement matters. If you can measure it, you can manage it. Who you are and what your organization stands for is vitally important. Organizational transformation begins with the personal transformation of the leaders You can make the evolution of consciousness, conscious Focus on Vision, Mission and Values Begins with Leading Self Measure and Map the Values THE THREE MANTRAS OF ORGANIZATIONAL PERFORMANCE
  159. 159. 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 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 Low Personal Entropy of Leader Creates Low Cultural Entropy Organization Cultural Entropy 7%Personal Entropy 9% Cultural ValuesLeader’s Values The culture of an organisation is a reflection of leadership consciousness. CVA Current Culture PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Internal Cohesion LVA Feedback 27 Assessors PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0 Internal Cohesion
  160. 160. The culture of an organisation is a reflection of leadership consciousness. LV A Feedback 14 Assessors PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0 High Personal Entropy of Leader Creates High Cultural Entropy 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 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 CVA Current Culture PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 Cultural Entropy 38%Personal Entropy 64% Cultural ValuesLeader’s Values
  161. 161. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 161 LEADER’S VALUES Which of the following values/behaviours most reflect how you operate? Pick ten. ASSESSOR’S OBSERVED VALUES OF LEADER Which of the following values/behaviours most reflect how Leader “X” operates? Pick ten. http://www.valuescentre.com/our-products/products- leaders/leadership-values-assessment-lva LEADERSHIP VALUES ASSESSMENT HOW TO MEASURE PERSONAL ENTROPY
  162. 162. 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) strategic thinker 6 4(I) High Entropy Leader (20 Assessors) 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) Level Leader’s Perspective Observed Values by Assessors 7 6 5 4 3 2 1 PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0 Orange=Values Match P=Positive L=Potentially Limiting (white circle) I=Individual R=Relationship O=Organisational S=Societal Entropy = 27%
  163. 163. 10% 50% 30% 10% 0% 20% 40% 60% 1 2 3 4 5 6 7 CTS = 40-50-10 Entropy = 10% CTS = 20-20-60 Entropy = 27% Leader’s perspective High Entropy Leader (20 Assessors) Positive Values Potentially Limiting Values Observed Values by Assessors C T S C=Common Good T=Transformation S=Self-Interest 9% 8% 10% 1% 7% 25% 20% 12% 5% 3% 0% 20% 40% 60% 1 2 3 4 5 6 7 1 2 3 4 5 6 7
  164. 164. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 164 MY SPEECH TODAY HOW TO CREATE A VALUES-DRIVEN CULTURE MEASURING WELL BEING AT WORK CULTURAL TRANSFORMATION TOOLS
  165. 165. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 165 CULTURAL TRANSFORMATION TOOLS FOR ORGANIZATIONS Cultural Values Assessment Cultural Evolution Report Espoused Values Analysis Small Group (Team) Assessment Merger/Compatibility Report Customer Values Assessment CULTURAL WELL-BEING AND CULTURAL ENTROPY
  166. 166. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 166 CULTURAL TRANSFORMATION TOOLS FOR INDIVIDUALS Self Assessment Personal Values Assessment Individual Values Assessment Feedback Assessment Individual Development Report Leadership Development Report Leadership Values Assessment How aligned I am with my work place culture. Measures personal entropy. PERSONAL WELL-BEING AND PERSONAL ENTROPY
  167. 167. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 167 If you want to find out more about measuring cultural entropy and personal entropy and creating a high performance organization that supports employee well-being.
  168. 168. Powerful metrics that enable leaders to measure and manage cultures. www.valuescentre.com 168 For more information: Go to: www.valuescentre.com or www.richardbarrett.net Contact Me: richard@valuescentre.com

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