The Ego Soul Dynamics of Well-Being at Work - Richard Barrett

1. Richard Barrett

2. WHO AM I?

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. PHIL CLOTHIER
provides powerful metrics to
support leaders in building
values-driven organizations
and values-driven societies.
CEO of Barrett Values Centre

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. 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. In Order to Understand The Ego-Soul
Dynamics of Well-Being At Work
We Must First Define
“WELL-BEING”

8. What does well-being
mean to you?
Discuss with a partner

9. WELLBEING
isthefeelingyouget
whenyouareableto
satisfytheneedsofthe
stageofpsychological
developmentyouareat
andhavenounmet
needsfromprevious
stages.

10. THE SEVEN STAGES OF
PSYCHOLOGIC L
DEVELOPMENT

11. 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:

12. Neocortex Mind/Brain4
Limbic Mind/BrainEmotional Mind3
Reptilian Mind/Brain
2
1
Soul Mind
THE FOUR MINDS

13. 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.

14. A PERSONAL JOURNEY
Every person is on an evolutionary journey
of psychological development.
SERVING
SELF-ACTUALIZING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
INTEGRATING

15. “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

16. 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

17. 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.

18. 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

19. SURVIVING

20. 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

21. CONFORMING

22. 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

23. DIFFERENTIATING

24. 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

25. INDIVIDUATING

26. 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

27. SELF-ACTUALIZING

28. 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

29. INTEGRATING

30. 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

31. SERVING

32. SENIOR:
60+ Years Old
DESIRE TO
SERVE THE
GREATER
GOOD
SELF-LESS
SERVICE
COMPASSION
CONTRIBUTING
MOTIVATION
7
6
5
4
3
2
1
SERVING

33. UNDERSTANDING
EGO-SOUL
DYNAMICS

34. 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

35. If you have fears about surviving,
you will not be able to self-express.

36. 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

37. If you have fears about being accepted,
you will not be able to connect.

38. 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

39. If you have fears about your self-worth,
you will not be able to contribute.

40. “ ”
A failure to master
to the ego stages of
development results in
mental and physical
disorders later in life.

41. Values?
‘S
What are Donald

42. In the Introduction to
The New Leadership
Paradigm I plotted the
values of several
leaders based on the
books they had written
about leadership.

43. 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

44. 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?

45. HavingDefinedWell-Being,
WeMustNowDefine
“WELL-BEING
ATWORK”

46. 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.

47. 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.

48. 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.

49. 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.

50. 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.

51. 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.

52. 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.

53. 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.

54. 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).

55. 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

56. 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

57. EXERCISE
Discuss in your group
how the culture of your
organization affects your
level of well-being
at work..

58. 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

59. EXERCISE
Discuss with a
partner how your
boss affects your
level of well-being
at work.

60. MEASURING
THE CULTURAL HEALTH
(WELL-BEING)
OF YOUR ORGANIZATION

61. 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

62. 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

63. 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.

64. 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

65. 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”

66. 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)

67. 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

68. 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)

69. 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

70. 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 =

71. 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 =

72. 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

73. 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

74. 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%

75. 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

76. WHAT IS
CULTURAL
ENTROPY?

77. UNNECESSARY OR
UNPRODUCTIVE WORK—
WORK THAT DOES NOT
ADD VALUE.
The amount of energy that is
consumed in an organisation doing

78. 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

79. Cultural entropy
significantly impacts
employee engagement
25%
39%
53%
66%
80%
94%
0% 8% 15% 23% 30%
Cultural Entropy
EmployeeEngagement

80. CULTURAL ENTROPY
HIGHLY ENGAGED <10%
ENGAGED 11-20%
BECOMING DISENGAGED 21-30%
DISENGAGED 31-40%
HIGHLY DISENGAGED > 41%
EMPLOYEE
ENGAGEMENT

81. 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.

82. WHAT IS
PERSONAL
ENTROPY?

83. FEAR-DRIVEN ENERGY
Personal entropy is the amount of
that a person expresses in his or
her day-to-day interactions with
other people.

84. Personal entropy arises from
subconscious fear-based beliefs
learned when we were young about
meeting our survival, safety and
security needs.

85. 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

86. personal
entropy
measuring

87. 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

88. 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)

89. 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%

90. 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)

91. 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%

92. 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

93. ORGANIZATIONS DON’T
TRANSFORM. PEOPLE DO!

94. ORGANIZATIONAL TRANSFORMATION
BEGINS WITH THE PERSONAL
TRANSFORMATION OF THE LEADERS

95. 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.

96. Go to:
www.valuescentre.com
www.richardbarrett.net
Contact Me:
richard@valuescentre.com

97. 1995 1998 2006 2010 2011
2012 2013 2014 2015 2016
RICHARD BARRETT’S BOOKS