Livingston associates barrett values nations and communities

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  • http://en.wikipedia.org/wiki/Gross_National_HappinessThe pictures on the outside of the graphic are Bhutan citizens taking the CTT Values Assessment.
  • http://en.wikipedia.org/wiki/Gross_National_HappinessThe pictures on the outside of the graphic are Bhutan citizens taking the CTT Values Assessment.
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  • Key pointsFull Spectrum is another way to think about sustainability. Organisations that are conscious at all 7 levels will be and are far more sustainableMany companies are not yet Full Spectrum but consider themselves to be on a journey to Full Spectrum
  • Livingston associates barrett values nations and communities

    1. 1. Building Values-Driven Organisations, Communities and Nations December 2010<br />
    2. 2. National/Regional Values Assessments <br />Denmark<br />Latvia<br />Sweden<br />Canada<br />Iceland<br />Bhutan<br />USA<br />Belgium<br />Australia<br />UK North West)<br />Brazil<br />Finland<br />Venezuela<br />Argentina <br />Macedonia (Skopje) <br />Spain (Extremadura)<br />
    3. 3. Assessment Questions<br />1) Personal Values<br />Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become. <br />2) Current National Culture Values<br />Please select ten of the following values/behaviours that most reflect how your society currently operates. <br />3) Desired National Culture Values<br />Please select ten of the following values/behaviours that you would most like to see reflected in your nation.<br />For more information: http://www.valuescentre.com/sectors/?sec=nations<br />
    4. 4. Cultural Entropy in Nations<br />Cultural entropy is a measure of the degree of dysfunction in a community or nation as represented by the proportion of votes for potentially limiting values in the Current Culture.<br />Cultural entropy provides a snap shot of the overall well-being of a community or nation as perceived by the population. It reflects current and past events, as well as the collective history of the community or nation. <br />
    5. 5. Cultural entropy<br />Cultural entropy represents the degree of dysfunction in a culture<br />
    6. 6. Entropy Percentages by Nation (2007 – 2010)<br />Cultural entropy is a measure of dysfunction or toxic energy in a system<br />
    7. 7. Argentina<br />Argentina financial crisis 2001<br />
    8. 8. Argentina<br />Entropy ≈60%<br />
    9. 9. The Barrett Seven Levels of Consciousness Model<br />Spiritual<br />Service<br />Making a Difference<br />Internal Cohesion<br />Mental<br />Transformation<br />Emotional<br />Self-esteem<br />Relationship<br />Physical<br />Survival<br />
    10. 10. Iceland<br />Iceland Economic Collapse 2008<br />
    11. 11. Iceland<br />Entropy 54%<br />
    12. 12. Iceland National Assessment 2010 (1094)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IROS (P)= 0-0-0-1 | IROS (L)= 2-3-4-0<br />IROS (P)= 2-3-4-1 | IROS (L)= 0-0-0-0<br />IRS (P)= 5-5-0 | IRS (L)= 0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 0<br />PV - DC 3<br />Health Index (PL)<br />PV: 10-0<br />CC: 1-9<br />DC: 10-0<br />Entropy 63%<br />Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />September 2010<br />
    13. 13. Iceland<br />Iceland National Assembly 2009/2010<br />1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers<br />Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability<br />
    14. 14. USA 2009<br />US Government forced to bail out banks and industry -2007 / 2008<br />
    15. 15. USA National Assessment 2010 (1504)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IRS (P)= 4-6-0 | IRS (L)= 0-0-0<br />IROS (P)= 0-0-1-0 | IROS (L)= 2-3-4-0<br />IROS (P)= 1-1-4-4 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 0<br />CC - DC 0<br />PV - DC 2<br />Health Index (PL)<br />PV: 10-0<br />CC: 1-9<br />DC: 10-0<br />Entropy 58%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />January 2010<br />
    16. 16. Bhutan<br />Bhutan prioritise *GNH above GDP<br />(*Gross National Happiness)<br />
    17. 17. Bhutan: Group (403)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IRS (P)= 4-4-1 | IRS (L)= 1-0-0<br />IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0<br />IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0<br />Matches<br />PV - CC 1<br />CC - DC 6<br />PV - DC 2<br />Health Index (PL)<br />PV: 9-1<br />CC: 11-0<br />DC: 10-0<br />Entropy 4%<br />Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2009 Barrett Values Centre<br />January 2009<br />
    18. 18. Example Outcomes<br />Latvia 2030: Sustainable development strategy based on the values of the people. Highest planning document in Latvian Government<br />Australia National Conversation: Corporations, Government NGOs and Citizens.<br />Iceland National Assembly. 1300 citizens from voting register chosen to help government rebuild a values driven nation.<br />Belgium Assessment under the Protection of the Royal Family. Politicians and mayors engaged in the dialogue with people. <br />
    19. 19. Spain Extremadura<br />
    20. 20. Spain (Extremadura Region) 2010 (1182)<br />Personal Values<br />Current Culture Values<br />Desired Culture Values<br />Level 7<br />Level 6<br />Level 5<br />Level 4<br />Level 3<br />Level 2<br />Level 1<br />IROS (P)= 1-1-0-1 | IROS (L)= 3-1-3-0<br />IROS (P)= 1-4-3-2 | IROS (L)= 0-0-0-0<br />IRS (P)= 5-5-0 | IRS (L)= 0-0-0<br />Matches<br />PV - CC 1<br />CC - DC 2<br />PV - DC 3<br />Health Index (PL)<br />PV: 10-0<br />CC: 3-7<br />DC: 10-0<br />Entropy 39%<br />Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational<br />Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal<br />Values Plot<br />Copyright 2010 Barrett Values Centre<br />April 2010<br />
    21. 21. We Are Asheville Project<br />The We Are Asheville project will highlight:<br />The personal values of the people of Asheville.<br /><ul><li>Who are we?
    22. 22. What collective strengths do we bring to our community?
    23. 23. How do we live these values in our personal lives?</li></ul>How we see the culture of the community now.<br /><ul><li>What do our values say about our community?
    24. 24. What are our strengths?
    25. 25. Is anything missing?
    26. 26. How do we live our values on a day-to-day basis?</li></ul>The values we see as necessary for the community's future.<br /><ul><li>What do we want our community to be like in the future?
    27. 27. Do we want to keep focus on any of the values currently experienced in our community?
    28. 28. How can we live the new values being requested?
    29. 29. What advantages will these new values bring to our community?</li></ul>Ashville Project<br />Project Mission: To illuminate collective perceptions of the community through the lens of our shared values.Project Vision: To inform and empower problem-solving, decision-making and sustainability through an understanding of our community values. <br />Project Vision: To inform and empower problem-solving, decision-making and sustainablity through an understanding of our community values. <br />
    30. 30. Links<br />knowlesconsulting.org<br />valuescentre.com/we_are_asheville<br />
    31. 31. Whole System Change<br />
    32. 32. Why Culture?<br />Culture is a fundamental driver of operational <br />and financial performance<br />The culture of an organisation is a reflection of the leader’s values and behaviours.<br />Mapping the values of your culture provides a detailed roadmap for building a sustainable, high performance organisation<br />
    33. 33. Building a Values-Driven Organization:A Whole-System Approach to Cultural Transformation<br />2006<br />For more information contact:<br />www.valuescentre.com<br />© 2006 Richard Barrett<br />
    34. 34. Values-Driven?<br />What does it mean?<br />Using your values to drive decision-making so that you consciously create the future you want to experience and provide a consistently ethical basis for decision-making. <br />
    35. 35. Human Systems – Four Quadrants<br />Values<br />Behaviors<br />Individual<br />Personality<br />Individual values and beliefs<br />Character <br />Individual behaviors<br />Collective<br />Social Structures<br />Group behaviors<br />Culture<br />Group values and beliefs<br />Based on the work of Ken Wilber<br />
    36. 36. Cultural Evolution – Whole System Change<br />Values<br />Behaviors<br />Personality<br />Individual values and beliefs<br />Character<br />Individual behaviors<br />Individual<br />Personal Alignment<br />Values Alignment<br />Mission Alignment<br />Collective<br />Structural Alignment<br />Culture<br />Group values and beliefs<br />Social Structures<br />Group behaviors<br />Group Cohesion – Capacity for Collective Action<br />
    37. 37. The Seven Levels of Consciousness: Four quadrants<br />When leaders change their beliefs and values, their behaviors change. <br />This influences the culture of the group, which in turn changes the behaviors of the group. <br />2<br />1<br />4<br />3<br />Wilber’s four quadrants<br />Organisational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do. <br />
    38. 38. Develop objectives and KPIs<br />Achieve specific measurable targets<br />1. Define perspectives<br />Finance<br />2. Define Critical Success <br /> Factors (CSFs) for <br /> each perspective<br />Client Relations<br />Fitness<br />Evolution<br />Culture<br />3. Define measures (KPIs)<br />4. Define targets<br />Societal Contribution<br />
    39. 39. Types of indicator<br />Causal Indicators: <br />Measures related to culture, values and behaviors at company, business unit and individual levels, etc. (This is the cutting-edge – only available from CTT surveys)<br />Output Indicators: <br />Measures related to performance improvement such as employee engagement, customer satisfaction, <br />productivity etc. <br />Outcome Indicators: <br />Measures related to deliverables such profitability, market share, shareholder value – cornerstone values<br />
    40. 40. Types of indicator by perspective<br />
    41. 41. Rebecca Doe<br />Rebecca's Values<br />Assessors' Top 11 Values<br />PL = 10-0 | IRO (P) =5-3-2 | IRO (L) = 0-0-0<br />PL = 9-2 | IRO (P) = 5-2-2 | IRO (L) = 1-1-0<br />Matches 1<br />Orange= Values match P = Positive I = Individual <br /> L = Potentially Limiting R = Relationship <br /> (white circle) O = Organizational<br />August 2008<br />Leadership Values Plot<br />Copyright 2008 Barrett Values Centre<br />
    42. 42. C = Common Good<br />T = Transformation<br />S = Self-Interest<br />Positive Values<br />Potentially Limiting Values<br />Rebecca Doe<br />Rebecca's Values<br />Assessors' Values<br />C<br />T<br />S<br />CTS = 30-50-20<br />Entropy = 0%<br />CTS = 32-23-45<br />Entropy = 13%<br />Leadership Distribution<br />Copyright 2008 Barrett Values Centre<br />August 2008<br />
    43. 43. Jane Smith (8 Assessors)<br />Designing your Action Plan Continued<br />Copyright 2010 Barrett Values Centre<br />
    44. 44. Jane Smith (8 Assessors)<br />DESIGNING YOUR ACTION PLAN<br />This table shows how the top values chosen by your assessors may help you understand ways to enhance your leadership style and performance.<br />The number of votes are those allocated to each value by your assessors. Potentially limiting values are shown in red.<br />VALUES CHOSEN BY YOUR ASSESSORS<br />Designing your Action Plan<br />Copyright 2010 Barrett Values Centre<br />
    45. 45. Jane Smith (8 Assessors)<br />DESIGNING YOUR ACTION PLAN<br />This table, and the one on the following page, show how the top values chosen by you and your assessors may help you understand ways to enhance your leadership style and performance.<br />The number of votes are those allocated to each value by your assessors. Potentially limiting values are shown in red.<br />VALUES CHOSEN BY YOU<br />Designing your action plan<br />Copyright 2010 Barrett Values Centre<br />
    46. 46. Jane Smith (8 Assessors)<br />DESIGNING YOUR ACTION PLAN<br />This table shows how the top values chosen by your assessors may help you understand ways to enhance your leadership style and performance.<br />The number of votes are those allocated to each value by your assessors. Potentially limiting values are shown in red.<br />VALUES CHOSEN BY YOUR ASSESSORS<br />Designing your Action Plan<br />Copyright 2010 Barrett Values Centre<br />
    47. 47. The Barrett Seven Levels of Consciousness Model<br />Spiritual<br />Service<br />Making a Difference<br />Internal Cohesion<br />Mental<br />Transformation<br />Emotional<br />Self-esteem<br />Relationship<br />Physical<br />Survival<br />
    48. 48. Survival Consciousness<br />PRIMARY FOCUS: Foundations for Survival<br />Personal<br />Health<br />Financial stability<br />Job insecurity, Caution<br />Organisational<br />Profit<br />Shareholder value<br />Employee health/safety<br />Control, Exploitation<br />National/Community<br />Economic stability<br />Prosperity<br />Safety<br />Corruption, Poverty<br />Service<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
    49. 49. Relationship Consciousness<br />PRIMARY FOCUS: Relationships & Connectivity<br />Personal<br />Family<br />Friendship<br />Demanding, Being liked<br />Organisational<br />Customer satisfaction<br />Open communication<br />Respect<br />Blame, Manipulation<br />National/Community<br />Conflict resolution<br />Racial harmony<br />Traditions<br />Discrimination, Victimisation<br />Service<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
    50. 50. Self-esteem Consciousness<br />PRIMARY FOCUS: Self-esteem & Performance<br />Personal<br />Self-confidence<br />Success<br />Arrogance, Perfectionism<br />Organisational<br />Efficiency<br />Productivity<br />Quality<br />Bureaucracy, Complacency<br />National/Community<br />Rule of law<br />Reliable infrastructure<br />Government efficiency<br />Wasted resources, Illiteracy<br />Service<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
    51. 51. Transformation Consciousness<br />PRIMARY FOCUS: Learning & Continuous improvement<br />Service<br />Personal<br />Courage<br />Personal growth<br />Balance (home/work)<br />Organisational<br />Innovation<br />Diversity<br />Teamwork<br />National/Community<br />Equality<br />Freedom of speech<br />Adaptability<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
    52. 52. Internal Cohesion Consciousness<br />PRIMARY FOCUS: Alignment & Authenticity<br />Service<br />Personal<br />Trust<br />Enthusiasm<br />Creativity<br />Organisational<br />Integrity<br />Cooperation<br />Shared vision<br />National/Community<br />Dialogue<br />Transparency<br />Capacity for collective action<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
    53. 53. Making a Difference Consciousness<br />PRIMARY FOCUS: Collaboration & Partnerships<br />Service<br />Personal<br />Coaching & Mentoring<br />Volunteer work<br />Organisational<br />Employee fulfilment<br />Environmental awareness<br />Strategic alliances<br />National/Community<br />Quality of life<br />Mutually beneficial alliances<br />Leadership<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
    54. 54. Service Consciousness<br />PRIMARY FOCUS: Selfless Service<br />Service<br />Personal<br />Wisdom<br />Humility<br />Compassion<br />Organisational<br />Ethics<br />Social responsibility<br />Long-term perspective<br />National/Community<br />Social justice<br />Sustainability<br />Future generations<br />Making a Difference<br />Internal Cohesion<br />Transformation<br />Self-esteem<br />Relationship<br />Survival<br />
    55. 55. The Barrett Seven Levels of Organisational Consciousness<br />Positive Focus / Excessive Focus <br />Service To Humanity and the Planet<br />Social responsibility, future generations, long-term perspective, ethics, compassion, humility<br />Service<br />Strategic Alliances and Partnerships<br />Environmental awareness, community involvement, employee fulfilment, coaching/mentoring<br />Making a Difference<br />Building Internal Community<br />Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency <br />Internal Cohesion<br />Continuous Renewal and Learning<br />Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth<br />Transformation<br />High Performance<br />Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency<br />Self-esteem<br />Employee Recognition<br />Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame<br />Relationship<br />Financial Stability<br />Shareholder value, organisational growth, <br />employee health, safety. Control, corruption, greed<br />Survival<br />
    56. 56. Full Spectrum Organisational Consciousness<br />Long-term perspective<br />Service<br />Coaching/mentoring<br />Making a Difference<br />Creativity<br />Internal Cohesion<br />Accountability<br />Transformation<br />Productivity<br />Self-esteem<br />Open communication<br />Relationship<br />Profit<br />Survival<br />
    57. 57. Values and behaviors<br />Values are concepts that transcend contexts.<br />Behaviors are contextual.<br />Define three or four behaviors for each value.<br />
    58. 58. Values and behaviors<br />Teamwork:<br />The ability to align with others around a common sense of purpose and a desired outcome.<br />Observable behaviors:<br /><ul><li> Trusts team members to represent his or her</li></ul> position and to do the right thing.<br /><ul><li> Once a decision is made, teamwork shows support for</li></ul> that decision and the team.<br /><ul><li> Seeks opinions from others, debates openly, asks for help</li></ul> and offers it willingly.<br />
    59. 59. The New Leadership Paradigm <br />

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