This document provides information about the Barrett Values Centre, which uses tools to help organizations measure and develop their culture. It discusses the importance of culture in driving business outcomes. The Barrett Values Centre uses assessments to evaluate the current and desired culture of an organization based on 7 levels of consciousness. These assessments identify areas of cultural entropy or friction that reduce employee engagement. The goal is to help organizations transform their culture by aligning it with the values and needs of employees at different stages of psychological development. This supports building a values-driven culture and high levels of employee engagement.
Adaptive Leadership: How to Prioritize and Align Emerging IssuesEric Kaufman
Adaptive leadership focuses on the adaptations required in response to changing environments, which essentially describes the role of the 21st Century Extension professional. This workshop will outline the model of adaptive leadership and introduce the leader behaviors associated with adaptive work. Participants will practice categorizing issues as either technical or adaptive challenges, and they will explore appropriate strategies for responding to both.
The leaders of LinkedIn’s People Analytics team, Lorenzo Canlas and Will Gaker, walk through what people analytics is, how it’s growing & evolving, and how you can build your own people analytics function today. Check out their keynote presentation from the Wharton People Analytics Conference in April 2015.
Learn more about people analytics and data-driven recruiting: http://linkd.in/1KJMC8D
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's work environment, the ongoing challenges of creating the magical bond between team members can be elusive. Moreover, it has become increasingly challenging, since we have been moving from the emphasis on social skills to technical and managerial skills. And as a result, the body of traditions and knowledge concerning the magic of teams have been lost.
Good teamwork is the ability to effectively collaborate with teammates, with the work, and with a common goal or purpose.
Based on world-renowned Patrick Lencioni's and Bruce Tuckman's work on team management, this uniquely blended team building PPT training presentation provides you with the much needed practical guidance on how to identify dysfunctional teams and put in place a process to build effective and collaborative teams in your organization.
LEARNING OBJECTIVES
1. Recognize the characteristics of high performing teams
2. Understand the five dysfunctions of a team
3. Describe the stages of building an effective team
4. Identify the qualities of good team leaders
5. Define the role of the team leader
6. Identify ways to sustain and improve team performance
CONTENTS
1. Introduction and Overview
2. The Five Dysfunctions of Teams
3. Stages of Team Development
4. Choosing a Good Team Leader
5. Role of the Team Leader
6. Sustaining & Improving Team Performance
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
Adaptive Leadership: How to Prioritize and Align Emerging IssuesEric Kaufman
Adaptive leadership focuses on the adaptations required in response to changing environments, which essentially describes the role of the 21st Century Extension professional. This workshop will outline the model of adaptive leadership and introduce the leader behaviors associated with adaptive work. Participants will practice categorizing issues as either technical or adaptive challenges, and they will explore appropriate strategies for responding to both.
The leaders of LinkedIn’s People Analytics team, Lorenzo Canlas and Will Gaker, walk through what people analytics is, how it’s growing & evolving, and how you can build your own people analytics function today. Check out their keynote presentation from the Wharton People Analytics Conference in April 2015.
Learn more about people analytics and data-driven recruiting: http://linkd.in/1KJMC8D
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's work environment, the ongoing challenges of creating the magical bond between team members can be elusive. Moreover, it has become increasingly challenging, since we have been moving from the emphasis on social skills to technical and managerial skills. And as a result, the body of traditions and knowledge concerning the magic of teams have been lost.
Good teamwork is the ability to effectively collaborate with teammates, with the work, and with a common goal or purpose.
Based on world-renowned Patrick Lencioni's and Bruce Tuckman's work on team management, this uniquely blended team building PPT training presentation provides you with the much needed practical guidance on how to identify dysfunctional teams and put in place a process to build effective and collaborative teams in your organization.
LEARNING OBJECTIVES
1. Recognize the characteristics of high performing teams
2. Understand the five dysfunctions of a team
3. Describe the stages of building an effective team
4. Identify the qualities of good team leaders
5. Define the role of the team leader
6. Identify ways to sustain and improve team performance
CONTENTS
1. Introduction and Overview
2. The Five Dysfunctions of Teams
3. Stages of Team Development
4. Choosing a Good Team Leader
5. Role of the Team Leader
6. Sustaining & Improving Team Performance
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Meaning of Organizational Culture; Characteristics of Organization Culture; Types of Organization Culture/ Do Organizations Have Uniform Cultures? Functions of Organization Cultures; How Do Employees learn Culture? Creating an Ethical Organizational Culture
Creating a Customer-Responsive Culture.
Leading Digital Transformation, extract from bookJoakim Jansson
Now in English! A #1 bestselling management book in Sweden, a digital epicenter, home of Spotify, Skype and Candy Crush! The book includes:
1. Foreword by Brian Solis and interview with Dr. John Kotter
2. Step-by-step methodology, Digital Maturity Matrix
3. Digital tools and more content at www.digitaltransformation.net
4. Book and methodology in cooperation with researchers and businesses
5. Eight case studies from different industries.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Réduire les risques d'incivilités - Etude de cas et généralitésLACT
Comment réagir face aux premières violences de l’incivilité ? Comment éviter l’escalade quand l’autorité ou la raison échouent à s’imposer ? Quelle stratégie relationnelle adopter face à l’imprévisibilité de réactions exacerbées ou de provocations… pourtant prévisibles ?
Intervenants :
> Olivier Brosseau - Formateur, coach et psychothérapeute
> Claude de Scorraille - Formatrice et psychologue
FidLy - efficacité collective - méthode Belbin des rôles en équipeJean-Pierre Conduché
Comment gagner en efficacité collective, en agilité ?
Construire une équipe équilibrée avec des rôles complémentaires
Etre plus efficace lors d'une prise de fonction
Développer un leadership tournant pour manager un projet
Leading high performance teams training enable you to create fundamental aptitudes including enhancing self-comprehension, investigating the adequacy of others, group building, authority, consolation, and compromise. You will pick up a viable training of how to break down and keep up successful group performance over the task life cycle alongside how to perceive and illuminate key issues. Venture achievement not just relies upon the viability of the task group and how well they work together, yet additionally on the undertaking director's ability to control and deal with the group and focus on individuals issues.
Objectives :
Determine the characters of high-performing project teams
Successfully initiate a new project team
Inspire peak performance in project teams
Use leadership skills to create team members’ capability and commitment
Lead and manage distant project teams
Determine tactics to manage the various performance roles people take inside a team and the ways to enhance team dynamics
Set up personal strategies and activities that will construct and secure a high performing team
Share their team vision in an attractive way to motivate team member “buy in”
Describe the value of successfully managing ‘soft-side’ concerns that cause issues and postpones during product development programs
Use effective practices of employing and initiating teams
Execute methods to effectively lead and smooth effective teams
Efficiently troubleshoot problems on a team and use methods to remain efficient
Execute proven guidelines for performing effective team meetings
Course outline:
Overview of Leading High Performance Teams
Initiating a Project Team
Constructing a High-Performing Team
Accomplishing High Performing Team Dynamics
High-Performance Team Leadership
Creating a High Team Performance Management Culture and Vision
Leading Project Teams from Long distance
Making Effective Decisions
Sound Facilitation
TONEX Case Study Sample: Unit-Based High Performance Team
Leading high performance teams training
https://www.tonex.com/training-courses/leading-high-performance-teams-training/
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost Textkernel
Presentation from Prof. Dr. Armin Trost, Author, Consultant and Professor at Furtwangen University, at Textkernel's Intelligent Machines and the Future of Recruitment on June 2nd in Amsterdam. At the end of this slide deck, you can also find the YouTube recording.
Human resource management in the 21st century will have little to do with what has been promoted in recent years or decades and written in the text-books. Instead of finding “the right people, at the right time and at the right place” we will make the employees and their individual preferences, talents, life plans, and ambitions the focus of attention.
We will say goodbye to mechanistic, technocratic, and often bureaucratic approaches. They fit in a past that was stable and predictable. If you regard your employees as your most valuable asset, you will give them freedom, trust, and responsibility. Moreover you will appreciate individuality and individual life-plans.
Human resources management will therefore deal less with hierarchical processes, systems, responsibilities, KPIs, etc., in the future. Rather, it will be about how to empower teams to think on their own responsibility, communicate, collaborate, learn, and develop their talent in the long term.
HR-Technology will be there to make the life of managers and employees easier instead of supporting the HR-function only. For instance, in the area of recruiting all this will lead to a more intense usage of social networks, artificial intelligence, big data, data mining etc.
[Deck from the Interaction 13 Conference in Toronto, Canada. Synopsis below.]
“We’re way off schedule. Everyone is disengaged. We can't get everyone on board with the vision. I’m not proud of the work we’re producing.”
Sound familiar?
Design doesn’t happen inside a vacuum. It happens inside teams, inside the context of relationships, inside physical spaces, inside organizations with very particular cultures. Ignore that intricate ecosystem, and you might as well give your project a death sentence.
In this workshop, you'll learn about tools and techniques you can use to shape projects that are not only successful, but enjoyable. You'll learn the benefits of proactively designing team culture, walk you through the process of creating a healthy foundation, empower you with methods to improve unhealthy culture mid-stream, and show you ways to keep everyone engaged throughout the design process. Then, you’ll try it out for yourself: with feedback and mentorship, you’ll craft new methods and approaches that are appropriate to take back and try out in your team or company…no matter what your job title.
By the end of this hands-on workshop, you'll know how to get projects started on the right foot, co-create without compromising output, and inspire teams, clients, and stakeholders. More importantly, you'll find that you can work towards dramatically improved project outcomes…without all the drama along the way.
===============================
This workshop & deck were created by Cooper & Teresa Brazen
www.cooper.com/training, @cooper
www.TeresaBrazen.com, @TeresaBrazen
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Cynefin - A Framework for Leaders in an Ever-Changing WorldIlio Krumins-Beens
Cynefin is a sense-making framework developed by David Snowden and others, which is currently maintained by Cognitive Edge (http://cognitive-edge.com/). I believe the framework can be extremely helpful to leaders cope with ever changing dynamics in their organization, as their default leadership style will not work best in all situations.
This presentation is one I use to explain Cynefin to others, but it is largely based on the work of others.
I leverage the following resources:
Snowden, David J. and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, November 2007
Snowden, David Introduction to the Cynefin Framwork (:08 video) Cognitive Edge Website, Oct 29, 2011
Snowden, David It's Not Good Enough to be Right (1:02 video) LKCE12
Snowden, David Keynote of XP 2012 (Part 1 (:38), Part 2 (:40)) May 2012
Snowden, David Practice without sound theory will not scale (1:08 video presentation)
Kurtz, C.F., and D. J. Snowden, The New Dynamics of Strategy: Sense-Making in a Complex and Complicated World, IBM Systems Journal, Vol 42, No 3., 2003
Cognitive Edge Blog on Cynefin
Ballestrin, Kim. Applying Cynefin and Agile LAST Conference, July 27, 2012 (Deck and Video)
Haight, Cameron. Leverage the Cynefin Framework to Improve IT Operations and Decision Making, Gartner: 2012
Perline, Joseph. On Understanding Software Agility— A Social Complexity Point Of View, E:CO Issue Vol. 13 Nos. 1-2 2011
Neis, Pierre How Cynefin Model Improves Lean Implementation, Slideshare Oct 21, 2012
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Meaning of Organizational Culture; Characteristics of Organization Culture; Types of Organization Culture/ Do Organizations Have Uniform Cultures? Functions of Organization Cultures; How Do Employees learn Culture? Creating an Ethical Organizational Culture
Creating a Customer-Responsive Culture.
Leading Digital Transformation, extract from bookJoakim Jansson
Now in English! A #1 bestselling management book in Sweden, a digital epicenter, home of Spotify, Skype and Candy Crush! The book includes:
1. Foreword by Brian Solis and interview with Dr. John Kotter
2. Step-by-step methodology, Digital Maturity Matrix
3. Digital tools and more content at www.digitaltransformation.net
4. Book and methodology in cooperation with researchers and businesses
5. Eight case studies from different industries.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Réduire les risques d'incivilités - Etude de cas et généralitésLACT
Comment réagir face aux premières violences de l’incivilité ? Comment éviter l’escalade quand l’autorité ou la raison échouent à s’imposer ? Quelle stratégie relationnelle adopter face à l’imprévisibilité de réactions exacerbées ou de provocations… pourtant prévisibles ?
Intervenants :
> Olivier Brosseau - Formateur, coach et psychothérapeute
> Claude de Scorraille - Formatrice et psychologue
FidLy - efficacité collective - méthode Belbin des rôles en équipeJean-Pierre Conduché
Comment gagner en efficacité collective, en agilité ?
Construire une équipe équilibrée avec des rôles complémentaires
Etre plus efficace lors d'une prise de fonction
Développer un leadership tournant pour manager un projet
Leading high performance teams training enable you to create fundamental aptitudes including enhancing self-comprehension, investigating the adequacy of others, group building, authority, consolation, and compromise. You will pick up a viable training of how to break down and keep up successful group performance over the task life cycle alongside how to perceive and illuminate key issues. Venture achievement not just relies upon the viability of the task group and how well they work together, yet additionally on the undertaking director's ability to control and deal with the group and focus on individuals issues.
Objectives :
Determine the characters of high-performing project teams
Successfully initiate a new project team
Inspire peak performance in project teams
Use leadership skills to create team members’ capability and commitment
Lead and manage distant project teams
Determine tactics to manage the various performance roles people take inside a team and the ways to enhance team dynamics
Set up personal strategies and activities that will construct and secure a high performing team
Share their team vision in an attractive way to motivate team member “buy in”
Describe the value of successfully managing ‘soft-side’ concerns that cause issues and postpones during product development programs
Use effective practices of employing and initiating teams
Execute methods to effectively lead and smooth effective teams
Efficiently troubleshoot problems on a team and use methods to remain efficient
Execute proven guidelines for performing effective team meetings
Course outline:
Overview of Leading High Performance Teams
Initiating a Project Team
Constructing a High-Performing Team
Accomplishing High Performing Team Dynamics
High-Performance Team Leadership
Creating a High Team Performance Management Culture and Vision
Leading Project Teams from Long distance
Making Effective Decisions
Sound Facilitation
TONEX Case Study Sample: Unit-Based High Performance Team
Leading high performance teams training
https://www.tonex.com/training-courses/leading-high-performance-teams-training/
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost Textkernel
Presentation from Prof. Dr. Armin Trost, Author, Consultant and Professor at Furtwangen University, at Textkernel's Intelligent Machines and the Future of Recruitment on June 2nd in Amsterdam. At the end of this slide deck, you can also find the YouTube recording.
Human resource management in the 21st century will have little to do with what has been promoted in recent years or decades and written in the text-books. Instead of finding “the right people, at the right time and at the right place” we will make the employees and their individual preferences, talents, life plans, and ambitions the focus of attention.
We will say goodbye to mechanistic, technocratic, and often bureaucratic approaches. They fit in a past that was stable and predictable. If you regard your employees as your most valuable asset, you will give them freedom, trust, and responsibility. Moreover you will appreciate individuality and individual life-plans.
Human resources management will therefore deal less with hierarchical processes, systems, responsibilities, KPIs, etc., in the future. Rather, it will be about how to empower teams to think on their own responsibility, communicate, collaborate, learn, and develop their talent in the long term.
HR-Technology will be there to make the life of managers and employees easier instead of supporting the HR-function only. For instance, in the area of recruiting all this will lead to a more intense usage of social networks, artificial intelligence, big data, data mining etc.
[Deck from the Interaction 13 Conference in Toronto, Canada. Synopsis below.]
“We’re way off schedule. Everyone is disengaged. We can't get everyone on board with the vision. I’m not proud of the work we’re producing.”
Sound familiar?
Design doesn’t happen inside a vacuum. It happens inside teams, inside the context of relationships, inside physical spaces, inside organizations with very particular cultures. Ignore that intricate ecosystem, and you might as well give your project a death sentence.
In this workshop, you'll learn about tools and techniques you can use to shape projects that are not only successful, but enjoyable. You'll learn the benefits of proactively designing team culture, walk you through the process of creating a healthy foundation, empower you with methods to improve unhealthy culture mid-stream, and show you ways to keep everyone engaged throughout the design process. Then, you’ll try it out for yourself: with feedback and mentorship, you’ll craft new methods and approaches that are appropriate to take back and try out in your team or company…no matter what your job title.
By the end of this hands-on workshop, you'll know how to get projects started on the right foot, co-create without compromising output, and inspire teams, clients, and stakeholders. More importantly, you'll find that you can work towards dramatically improved project outcomes…without all the drama along the way.
===============================
This workshop & deck were created by Cooper & Teresa Brazen
www.cooper.com/training, @cooper
www.TeresaBrazen.com, @TeresaBrazen
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Cynefin - A Framework for Leaders in an Ever-Changing WorldIlio Krumins-Beens
Cynefin is a sense-making framework developed by David Snowden and others, which is currently maintained by Cognitive Edge (http://cognitive-edge.com/). I believe the framework can be extremely helpful to leaders cope with ever changing dynamics in their organization, as their default leadership style will not work best in all situations.
This presentation is one I use to explain Cynefin to others, but it is largely based on the work of others.
I leverage the following resources:
Snowden, David J. and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, November 2007
Snowden, David Introduction to the Cynefin Framwork (:08 video) Cognitive Edge Website, Oct 29, 2011
Snowden, David It's Not Good Enough to be Right (1:02 video) LKCE12
Snowden, David Keynote of XP 2012 (Part 1 (:38), Part 2 (:40)) May 2012
Snowden, David Practice without sound theory will not scale (1:08 video presentation)
Kurtz, C.F., and D. J. Snowden, The New Dynamics of Strategy: Sense-Making in a Complex and Complicated World, IBM Systems Journal, Vol 42, No 3., 2003
Cognitive Edge Blog on Cynefin
Ballestrin, Kim. Applying Cynefin and Agile LAST Conference, July 27, 2012 (Deck and Video)
Haight, Cameron. Leverage the Cynefin Framework to Improve IT Operations and Decision Making, Gartner: 2012
Perline, Joseph. On Understanding Software Agility— A Social Complexity Point Of View, E:CO Issue Vol. 13 Nos. 1-2 2011
Neis, Pierre How Cynefin Model Improves Lean Implementation, Slideshare Oct 21, 2012
What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Building a Global Values Community with Alan WilliamsValuesCentre
2016 CTT International Conference:
Global Values Alliance, with Alan Williams, explores how to inspire greater authenticity all over the world by enabling connection, exploration, and action for our global values-driven community.
Insights into Leadership with Jim StatenValuesCentre
2016 CTT International Conference:
Jim Staten shares how to use finances to make sound thoughtful and compassionate investments to support the vision in a values-centred way. His stories will show you a way to enable the transformational journey with sound financial principles.
Get Connected and Dynamics of Change with Tor Eneroth and Niran JiangValuesCentre
2016 CTT International Conference:
Tor Eneroth and Niran Jiang co-host a workshop to familiarise you with the suite of free resources available in Get Connected and The Dynamics of Change.
Nine Steps of Collaboration with Craig NealValuesCentre
2016 CTT International Conference:
Craig Neal shares the nine steps of collaboration, including a case study of how the steps have been applied in government and relates to public engagement.
The Current Point on the Journey with John Campbell and Phil ClothierValuesCentre
2016 CTT International Conference:
Phil Clothier and John Campbell lead an interactive session to connect deeply with and explore approaches for action to support the UN Global Goals.
Do you have the culture to support your work life strategy?
Tor Eneroth, Network Director of Barrett Values Centre and Jacqueline Gwee of aAdvantage Consulting share tools, strategies and a real life case study to help culture managers, HR professionals and change agents implement Work-life strategies effectively.
The Importance of Organisational Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/1GXsNm249S4
This webinar focuses on the role values play in organisational culture. Richard will share insights on:
-How do you build a high performing values-driven organization?
-Why is it important to measure your culture?
-What role do leaders play in managing culture?
For more information please visit our website:
https://valuescentre.com
Frankfurt: Transforming organizational cultures through values a deeper pers...Barrett Academy
A deeper, more profound perspective on organizational and personal transformation. The fourth of a series of lectures as part of a tour of Germany in April 2016.
Building a Best-Self Culture in Your OrganizationBambooHR
According to a report from BlessingWhite, the average American worker agrees only 55 percent of the time when asked if their leaders have created an environment where they can thrive; however, this number jumps to 75 percent for employees in highly engaged organizations.
Is your organization just a workplace? Or is it a place where employees can thrive? By building a holistic culture that focuses on helping people become their best selves, you can make sure your organization is the latter. Join Cassie Whitlock of BambooHR and Shane Metcalf of 15Five as they outline how to build such a culture. Register for the webinar today and start building a thriving company culture for your people.
The Future of HR - Presentation to HRDF LeadersRoshan Thiran
This was the presentation slides on the Future of HR and how it is being disrupted and needs to transform for the 21st century. This presentation was by Roshan Thiran to HRDF Leaders
Importance of Societal Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/7yKNU_sWOZo
This webinar focuses on the role values play in society. Richard will share insights on:
-Which are the most conscious nations on the planet?
-What is the worldview of your nation?
-What is your worldview?
For more information please visit our website:
https://valuescentre.com
Importance of Personal Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/2PCfFO0hobA
This webinar focuses on the role values play in your personal life. Richard will share insights on:
-What are values?
-How are values connected to our needs?
-Why do values change throughout our lives?
For more information please visit our website:
https://valuescentre.com
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
The Case of Love for Shifting the Conversation with Monika GutscherValuesCentre
2016 CTT International Conference:
Monika Gutscher shares research and practices on the relevance and power of Love for transformation on a large scale.
The Power of Perils of using Measurement in Organizational Culture Developmen...ValuesCentre
This session was designed more as a workshop than a presentation. Anyone who’s interested in this, please contact Liz Murphy: Liz.Murphy@omg.co.uk for a conversation.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
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. Change is
doing things
differently.
A shift in behaviours
Transformation
is a new way of
being.
A shift in values
THE DIFFERENCE BETWEEN
TRANSFORMATION AND CHANGE
8. You can change
without transforming,
but you cannot
transform without
changing.
TRANSFORMATION VS CHANGE
9. It must be obvious by now …
We cannot solve our
problems with the
same level of thinking
that created them.
A new level of thinking
=
A new level of consciousness
=
A new way of being
10. Therefore facilitating cultural transformation is about …
Supporting individuals or groups
in having new conversations that lead to
new and more “successful” ways of being.
13. 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.
14. 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 =
15. 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 =
16. 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%
20. According to Deloitte,
culture has become one
of the most important
business topics of 2016.
CEOs and HR leaders
now recognize that
culture drives people’s
behaviour, innovation,
and customer service
of Deloitte’s s
respondents b
that “culture
potential com
advantage.”
82%
21. of leaders believe that
culture is critical to their
organization’s success.
84%
According to PwC,
60%
think culture is more
important than their
strategy or their
operating model.
23. of the FTSE 350
companies have seen a
10% increase in operating
profits driven by their
investment in culture.
55%
According to E&Y,
92%
of the Board Members of
these companies said
that a focus on culture
has improved their
financial performance.
Overall,
24. INTANGIBLE ASSETS
MAKE UP MOST OF MARKET VALUE
Source: Ocean Tomo LLC, January 2015
Components of S&P 500
17%
32%
68%
80% 84%
83%
68%
32%
20% 16%
0%
25%
50%
75%
100%
1975 1985 1995 2005 2015
Tangible Assets
Intangible Assets
25. The key to success is
becoming a deliberately
developmental
organization.
- Dr. Robert Kegan -
26. Deliberately
Developmental
Culture
“A deliberately developmental organization is built
around the simple but radical conviction that an
organization will best prosper when it is more
deeply aligned with people’s strongest motive,
which is to grow.
- Kegan and Lahey -
27. We grow when we
are able to get our
needs met.
Whatever our needs
are, is what we value.
NEEDS &
VALUES
33. A PERSONAL JOURNEY
Every person is on an evolutionary journey
of psychological development.
SERVING
SELF-ACTUALIZING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
INTEGRATING
34. 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.
38. CHILDHOOD:
3-7 Years Old
NEED TO FEEL
ACCEPTANCE &
BELONGING IN
FAMILY
FEELING LOVED
AND
PROTECTED
KEEPING
SAFE!
MOTIVATION
CONFORMING
7
6
5
4
3
2
1
40. TEENAGER:
8-24 Years Old
NEED TO FEEL
ACCEPTANCE AND
BELONGING IN
PEEERGROUP
BEING
RECOGNIZED
AND VALUED
FEELING
SECURE!
MOTIVATION
DIFFERENTIATING
7
6
5
4
3
2
1
42. 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
46. 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
51. ORIGINS OF THE 7 LEVELS MODEL
Know
and
Understand
Physiological
Growth Needs
When these needs are fulfilled they do not go
away, they engender deeper levels of motivation
and commitment.
Deficiency Needs
An individual gains no sense of lasting
satisfaction from being able to meet
these needs, but feels a sense of
anxiety if these needs are not met.
Self-esteem
Safety
Self
Actualization
Abraham Maslow
52. MASLOW’S NEEDS TO BARRETT’S CONSCIOUSNESS
Know
and
Understand
Physiological
Self-esteem
Safety
Abraham Maslow
7
6
5
4
3
2
1
Richard Barrett
Self-Actualization
Needs Consciousness
53. 7
6
5
4
3
2
1
MASLOW’S NEEDS TO BARRETT’S CONSCIOUSNESS
Service
Making a
difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Know
and
Understand
Physiological
Self-esteem
Safety
3. Each state of
consciousness is
defined by specific
values and
behaviours.
1. Expansion of self-
actualization into
multiple levels.
2. Substitute states
of consciousness for
hierarchy of needs.
ConsciousnessNeeds
54. THE SHIFT FROM “I” TO “WE”
Service
Making a
difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
COMMON GOOD AND
CONTRIBUTION (WE)
SELF INTEREST AND
PERFORMANCE (I)
TRANSFORMATION
7
6
5
4
3
2
1
EvolutionofPersonalConsciousness
55. Positive Focus/
Excessive Focus
Service Service to Humanity and the Planet
Compassion, Humility, Future Generations.
Making a Difference
Making a Difference in the Community
Actualising Meaning, Collaboration, Intuition,
Mentoring, Empathy.
Internal Cohesion
Finding Meaning in Existence
Integrity, Alignment, Authenticity, Creativity,
Passion, Honesty, Trust.
Transformation
Continuous Growth and Development
Adaptability, Continuous Improvement, Courage,
Team Player.
Self-esteem
Building a Sense of Self Worth
Pride in Self, Self-Reliant, Self-discipline, Positive
Self Image. Arrogance, Status, Power, Glamour,
Rigidity.
Relationship
Harmonious Relationships
Family, Friendship, Belonging, Open Communication,
Ritual. Blame, Jealously, Judgment, Conflict, Gossip.
Survival
Physical Survival and Safety
Health, Nutrition, Financial Stability, Self-Defence.
Violence, Greed, Corruption, Territorial.
7
6
5
4
3
2
1
7 LEVELS OF PERSONAL CONSCIOUSNESS
56. Positive Focus/
Excessive Focus
Service
Service to Humanity and the Planet
Social Responsibility, Future Generations, Long-Term
Perspective, Ethics, Compassion, Humility.
Making a Difference
Strategic Alliances and Partnerships
Environmental Awareness, Community Involvement,
Employee Fulfilment, Coaching/Mentoring.
Internal Cohesion
Building Internal Community
Shared Values, Vision, Commitment, Integrity,
Trust, Passion, Creativity, Openness, Transparency.
Transformation
Continuous Renewal and Learning
Accountability, Adaptability, Empowerment,
Teamwork, Goals Orientation, Personal Growth.
Self-esteem
High Performance
Systems, Processes, Quality, Best Practices,
Pride in Performance. Bureaucracy, Complacency.
Relationship
Harmonious Relationships
Loyalty, Open Communication, Customer
Satisfaction, Friendship. Manipulation, Blame.
Survival
Financial Stability
Shareholder Value, Organisational Growth,
Employee Health, Safety. Control, Corruption, Greed.
7
6
5
4
3
2
1
7 LEVELS OF ORGANISATIONAL CONSCIOUSNESS
58. PERSONAL
VALUES
Which of the
following
values/behaviours
most reflect who
you are? Pick ten.
CURRENT
CULTURE
Which of the
following
values/behaviours
most reflect how
your organisation
currently
operates?
Pick ten.
DESIRED
CULTURE
Which of the
following
values/behaviours
most reflect how
you would like your
organisation to
operate? Pick ten.
59. PLACEMENT OF VALUES BY LEVEL
(100 EMPLOYEES)
Current Culture
10
42 5
7
9
6
8
3
110
1
Tradition (L)
(59)
2 Diversity (54)
3Control (L) (53)
5Knowledge (43)
7Productivity (37)
9Profit (36)
4
Goals
orientation (46)
6 Creativity (42)
8 Image (L) (36)
10
Open
Communication
(31)
Top Ten Values
Service
Making a
difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
60. PLACEMENT OF VALUES BY LEVEL
(100 EMPLOYEES)
Current Culture
Service
Making a
difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival 1
2
3
4
5
6
7
4%
10%
20%
19%
16%
9%
10%
0%
0%
0%
0%
7%
2%
2%
0% 10% 20% 30% 40%
7
6
5
4
3
2
1
11%
Cultural
Entropy
64. 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
66. They bring
passion and
purpose to
their work.
They care
passionately
about the future
of the company.
Highly engaged
employees
identify with the
company.
They want the
company to do
the right thing.
They are willing
to invest their
discretionary
effort to make
the company a
success.
HIGHLY
ENGAGED
EMPLOYEESThey want to
feel pride in the
way the
company
behaves.
They are
committed and
loyal.
67. 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.
70. Personal entropy is a measure of
your lack of internal alignment.
Personal entropy arises from
subconscious fear-based beliefs
learned when we were young about
meeting our survival, safety and
security needs.
73. 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)
74. 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
75. 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)
76. TEAM “B” (35 PEOPLE)
C
T
S 2
1
3
4
5
6
7
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
Copyright 2015 Barrett Values Centre
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
77. FREE
MATERIALS
To lead people
through change
To grow a
shared culture
To plan and lead
cultural transformation
Checklist
and overview
Available on www.valuescentre.com