The document discusses the Barrett Values Center model for understanding personal and organizational values, defining values as the drivers of aspirations and intentions that reflect what is important to individuals and groups. It explains that positive values enable authenticity, connection, and contribution, while potentially limiting values arise from fears and anxieties and can prevent growth. The Barrett model is presented as a framework mapping different levels of personal and organizational consciousness connected to motivating specific human needs.

1. Barrett Values Center

2. What are values*?
• Values are the energetic drivers of our aspirations and intentions.
• They reflect what is important to us. Together with our beliefs, values
drive our decisions and actions - who we are, what we hold dear,
what upsets us and what underlies our decisions are all connected to
your values.
• Values can be positive or potentially limiting.
*Barrett Values Center

3. Positive & potentially limiting values*
• Positive values…
• … enable us to live authentically, foster connectivity, and contribute to the common
good
• When we let them drive our decision-making, we build connection, enable bonding
and create loyalty and trust. We feel at ease with ourselves and others, and we feel
comfortable in our physical and social environment
• They promote personal growth and create internal cohesion
• Examples: accountability, integrity, trust (personal) / teamwork, customer
satisfaction (organizational)
• Potentially limiting values…
• … arise from the fears and anxieties we have about not being able to meet our needs
• When we let them drive our decision-making, we create separation, doubt and
mistrust. We feel uneasy and quickly become stressed
• They can prevent personal growth and promote isolation
• Examples: being liked, control (personal) / bureaucracy, hierarchy (organisational)
*Barrett Values Center

4. The Barrett model

7. The Barrett Model
Personal Values

8. The Barrett Model
Personal Values
• Based on Maslow’s Hierarchy of Needs.
• Transposed into a framework of consciousness
• Example: there are people who are never satisfied with the amount of money they earn, even
though they are wealthy. They are likely operating from a survival consciousness perspective, not
from a need
• Each area of consciousness focuses on one particular need common to every human
being.
• Our level of growth and development depends on our ability to satisfy these needs.
• When we have anxieties and fears, our subconscious remains focused on that need.
• At different points in time and different circumstances, we can focus on different needs
so…
• … Higher in the pyramid is not necessarily better, it may depend on circumstances
• The most successful individuals are those who balance all the areas. They are trusting of
others, able to manage complexity and can respond or adapt to all situations.

9. The Barrett Model
Organisational Values

10. The Barrett Model
Organisational Values
Levels of
Consciousness
Motivation
Service Social responsibility: Working with other organisations and stakeholders in pursuit of societal objectives that enhance the sustainability of humanity
and the planet, while deepening internal connectivity by fostering compassion, humility and forgiveness.
Making a Difference Strategic alliances and partnerships: Building mutually beneficial alliances with other organisations and local community to protect the
environment, while deepening internal connectivity by fostering internal cooperation between business units and departments.
Internal Cohesion Strong cohesive culture: Enhancing the organization’s capacity for collective action by aligning employees motivations around a singular mission,
inspired vision and shared set of values that create commitment and integrity, and unleash enthusiasm, creativity and passion.
Transformation Adaptability and continuous learning: Giving employees a voice in decision-making and making them accountable for their own futures in an
environment that supports innovation, continuous improvement, knowledge sharing and personal growth and development.
Self-Esteem High performance system and processes: Creating a sense of employee pride by establishing policies, procedures and processes that create order
and enhance performance of the organization through best practices. Focus on reduction of bureaucracy, silo-thinking, power and status thinking,
confusion, complacency and arrogance.
Relationship Relationships that support the organization: building harmonious relationships that create a sense of belonging and loyalty among employees and
caring and connection between the organization and its customers. Focus on reduction of internal competition, manipulation, blame, internal
politics, gender and ethnic discrimination.
Survival Pursuit of profit and shareholder value: Creating an environment of financial stability, and focusing on the health, safety and welfare of all
employees. Focus on the reduction of excessive control and caution, short‐term focus, corruption, greed and exploitation.

11. Any questions?

12. Coaching for greater culture Alignment
• Face the reality:
• What kind of values and behaviors identified in the current culture that need
to be changed?
• What are the beliefs that underlie the choices to behave in this way?
• Find options:
• Can these behaviors and beliefs be changed?
• What would this look like?
• Who would have a role in undertaking this change?
• Act:
• What kind of SMART actions do you need to take to achieve this?