The document discusses the importance of measuring well-being at work through cultural values and metrics developed by Richard Barrett, founder of the Barrett Values Centre. It highlights the role of organizational culture and leadership behavior in fostering a values-driven workplace, presenting frameworks for assessing and improving employees' well-being. Key concepts include cultural entropy, which refers to unproductive energy within organizations, and the relationship between cultural indicators and employee engagement.

1. Measuring Well-Being at Work
Richard Barrett

2. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
WHO AM I?

3. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
3
Who am I?
Chairman and Founder of the
Barrett Values Centre
(www.richardbarrett.net)
OUR MISSION
To support leaders in building positive values-driven
organizations.
OUR VISION
To create a positive values-driven society.

4. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
4
… powerful metrics to support
leaders in building values-
driven organizations
and values-driven
societies.
provides …
Phil Clothier, CEO of Barrett
Values Centre.

5. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
5
Key Stats:
Founder: Richard Barrett
Since: 1997
Scale: Over 6000 organisations use
CTT assessments in 94 counties
Values Assessments for:
Individuals, Leaders (360°), Teams
Corporations, Governments,
NGOs, Schools, Communities and
Nations
Global Network: Over 5,000
Certified Practitioners and
Consultants
Supporting Leaders in Building Values-Driven Organisations

6. Powerful metrics that enable leaders to measure and manage cultures.
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THE SECTORS WE WORK IN:
• Agriculture / forestry / fishing
• Banking / Financial Services
• Central / Local Government
• Chemical and pharma
• Construction
• Education / University
• Fast Moving Consumer Goods
• Food and drink
• Healthcare
• Hospitality / Entertainment /
Tourism
• IT/ Telecoms/ Electronics
• Manufacturing
• Media/Film/TV/Publishing
• Military
• NGO / Not for profit
• Oil/gas/mining
• Police & Justice
• Professional Services
• Retail and wholesale
• Scientific / Technical /
Engineering
• Scientific and technical
• Social housing
• Transportation

7. My Books
1998 2006 2010 20111995
2012 2013 2014 2015 2016

8. Books about Personal Transformation
1995
2012

9. Books about Organizational Transformation
1998 2006
2013

10. Books about National Transformation
2011
2015

11. Books about Leadership
2010
2014

12. Books about Psychology
These are the books I will be
referring to in this presentation.
2013 2014

13. Powerful metrics that enable leaders to measure and manage cultures.
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What the reviewers are saying:
“Richard Barrett has made
extraordinary contributions to
our understanding of
organisational values and
culture. His frameworks for
measuring culture and enabling
whole system change are
elegant. His reservoir of know-
ledge is vast and his connection
to timeless wisdom is profound.”
Raj Sisodia, Co-founder and co-
chairman of Conscious
Capitalism Inc. and Professor
of Global Business, Babson
College, USA.

14. Powerful metrics that enable leaders to measure and manage cultures.
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14
What the reviewers are saying:
This is not a book about coaching per
se, it is about the framework of
human development that coaches
need to be familiar with to facilitate
the full emergence of their client’s
potential.
“I rarely do reviews, but This one blows
everything out of the park. It provides a
frighteningly accurate and scientifically
grounded framework that explains the entire
process of human consciousness development,
with practical tools especially for coaches.
Coaching aside, Every human being needs to
read this. Period.”
Pang on Amazon.co.uk

15. Powerful metrics that enable leaders to measure and manage cultures.
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15
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING WELL-BEING AT WORK

16. Powerful metrics that enable leaders to measure and manage cultures.
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16
What prevents us from finding
well-being at work?
Our own lack of internal alignment—ego soul
dynamics. Issues we have with regard to our unmet
survival, relationship and self-esteem needs, and
 The culture of the organization
 The character and behaviour of our boss

17. Powerful metrics that enable leaders to measure and manage cultures.
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If you want to know about ego-soul dynamics …
“A brilliant synthesis of the psychology of
the future.” John Gray, author of Men Are
From Mars, Women Are From Venus
“Richard’s brilliant book redefines the
meaning of well-being for the 21st
century. A must read!” Patricia Aburdene,
author of Megatrends 2010: The Rise of
Conscious Capitalism and Conscious Money.
“A brilliant book that will challenge your
understanding of who you are and the
world in which you live. Highly
recommended.” John Mackey, co-Founder
and co-CEO, Whole Foods Market.
Publication Date: August 2016

18. Powerful metrics that enable leaders to measure and manage cultures.
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What prevents us from finding
well-being at work?
I am going to focus on these two in this presentation:
 The culture of the organization
 The character and behaviour of our boss

19. Powerful metrics that enable leaders to measure and manage cultures.
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MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING CULTURAL WELL-BEING
IN AN ORGANIZATION

20. Powerful metrics that enable leaders to measure and manage cultures.
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Cultural Well-Being Indicator for Organizations
Levels of Well-being
Service to Humanity and the Planet
Social Responsibility, Future Generations, Long-Term
Perspective, Ethics, Compassion, Humility.
Strategic Alliances and Partnerships
Environmental Awareness, Community Involvement,
Employee Fulfilment, Coaching/Mentoring.
Building Internal Community
Shared Values, Vision, Commitment, Integrity,
Trust, Passion, Creativity, Openness, Transparency.
Continuous Renewal and Learning
Accountability, Adaptability, Empowerment, Teamwork,
Goals Orientation, Personal Growth.
High Performance
Systems, Processes, Quality, Best Practices,
Achievement, Pride in Performance.
Harmonious Relationships
Loyalty, Open Communication, Customer Satisfaction,
Collegiality, Friendship, Harmony.
Financial Stability
Financial Stability, Shareholder Value, Organisational
Growth, Employee Health, Safety.
`

21. Powerful metrics that enable leaders to measure and manage cultures.
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Cultural Well-Being Indicator
 Higher is only better if all the previous levels have
positive values indicators.
Well-Being Inhibitors
 The presence of limiting values at the financial
stability, harmonious relationships and high
performance levels can lower the overall level of
cultural well-being in an organization.

22. Powerful metrics that enable leaders to measure and manage cultures.
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Cultural Well-Being Inhibitors
Well-being Inhibitors
High Performance
Bureaucracy, Hierarchy, Complacency, Arrogance,
Confusion, Power-seeking, Silo Mentality
Harmonious Relationships
Blame, Manipulation, Internal Competition, Empire
Building, Internal Politics.
Financial Stability
Control, Micro-management, Greed, Demanding,
Exploitation, Job Insecurity, Short-term focus
`

23. Powerful metrics that enable leaders to measure and manage cultures.
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1. Customer satisfaction
2. Making a difference
3. Commitment
4. Employee fulfilment
5. Continuous improvement
6. Humour/fun
7. Shared vision
8. Customer collaboration
9. Balance (home/work)
10. Teamwork
CULTURAL WELL-BEING OF ORGANIZATION “A”
`
Top ten current culture values
Cultural Entropy = 7%

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CULTURAL WELL-BEING OF ORGANIZATION “B”
`
1. Long hours(L)
2. Confusion (L)
3. Short-term focus (L)
4. Blame (L)
5. Information hoarding (L)
6. Manipulation (L)
7. Hierarchy (L)
8. Results orientation
9. Bureaucracy (L)
10. Quality
Top ten current culture values
Cultural Entropy = 47%

25. Powerful metrics that enable leaders to measure and manage cultures.
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Customer satisfaction
Making a difference
Commitment
Employee fulfilment
Continuous improvement
Humour/fun
Shared vision
Customer collaboration
Balance (home/work)
Teamwork
ORGANIZATION “A”
Long hours(L)
Confusion (L)
Short-term focus (L)
Blame (L)
Information hoarding (L)
Manipulation (L)
Hierarchy (L)
Results orientation
Bureaucracy (L)
Quality
ORGANIZATION “B”
High Well-
being and Low
Cultural
Entropy
7%
Low Well-being
and High
Cultural
Entropy
47%
WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN
Stress
Inducing
Values
No
Stress
Inducing
Values

26. Powerful metrics that enable leaders to measure and manage cultures.
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MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
FULL CULTURAL VALUES ASSESSMENT
RESULTS FOR ORGANIZATIONS
“A” AND “B”

27. Organization “A” (19 people)
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
teamwork 6 4 (R)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
Values PlotCopyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 4
CC - DC 6
PV - DC 4
Cultural Entropy:
Current Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being 11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0

28. Organization “A” (19 people)
Personal Values
Values DistributionCopyright 2015 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
0%
0%
0%
5%
14%
9%
21%
25%
17%
9%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
5%
6%
10%
4%
20%
28%
24%
1%
0% 20% 40% 60%
1
2
3
4
5
6
7
0%
0%
0%
5%
9%
10%
27%
23%
22%
4%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24
Cultural Entropy = 0%
Cultural Entropy = 7%
Cultural Entropy = 0%
Low level of
Cultural Entropy
= High level of
Employee
Engagement
26%
46%
28%
25%
48%
27%
26%
50%
24%

29. Organization “B” (35 people)
confusion (L) 15 3(O)
long hours (L) 12 3(O)
short-term focus (L) 11 1(O)
blame (L) 10 2(R)
information hoarding (L) 9 3(R)
manipulation (L) 8 2(R)
hierarchy (L) 8 3(O)
results orientation 7 3(O)
bureaucracy (L) 6 3(O)
quality 6 3(O)
continuous improvement 11 4(O)
information sharing 10 4(O)
quality 9 3(O)
customer satisfaction 8 2(O)
teamwork 8 4(R)
accountability 7 4(R)
professionalism 7 3(O)
efficiency 6 3(O)
balance (home/work) 6 4(O)
continuous learning 6 4(O)
Values PlotCopyright 2016 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - DC 1
PV - DC 2
Cultural Entropy:
Current Culture
47%
commitment 26 5(I)
honesty 12 5(I)
integrity 9 5(I)
adaptability 8 4(I)
continuous learning 8 4(I)
responsibility 8 4(I)
cooperation 8 5(R)
efficiency 7 3(I)
family 6 2(R)
humour/ fun 6 5(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0

30. Organization “B” (35 people)
Personal Values
Values DistributionCopyright 2016 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
2%
0%
0%
6%
10%
13%
21%
36%
7%
5%
0% 20% 40% 60%
1
2
3
4
5
6
7
11%
11%
25%
6%
6%
11%
16%
7%
5%
2%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
0%
3%
10%
18%
32%
23%
9%
3%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33
Cultural Entropy = 2% Cultural Entropy = 47% Cultural Entropy = 2%
High level of
Cultural Entropy
= Low level of
Employee
Engagement

31. Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
31
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
WHAT IS CULTURAL ENTROPY?

32. Powerful metrics that enable leaders to measure and manage cultures.
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What is Cultural Entropy?
 The amount of energy that is consumed in an organisation
doing unnecessary or unproductive work
that does not add value.
 It is a measure of the conflict, friction and frustration that
employees encounter in their day-to-day activities that
prevent the organisation from operating at peak
performance and cause employees to experience stress.

33. Powerful metrics that enable leaders to measure and manage cultures.
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Cultural entropy significantly impacts employee engagement.
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Low Entropy =
High Engagement
High Entropy =
Low Engagement
Cultural Entropy and Employee Engagement

34. Powerful metrics that enable leaders to measure and manage cultures.
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Cultural Entropy and Employee Engagement
Cultural Entropy Most employees
are ….
10% or less Highly Engaged
11% to 20% Engaged
21% to 30% Becoming Disengaged
31% to 40% Disengaged
41% or more Highly Disengaged

35. Powerful metrics that enable leaders to measure and manage cultures.
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 Cultural entropy is a function of the
personal entropy of the current leaders of
an organisation and institutional legacy of
personal entropy of past leaders as
embedded in the structures, systems,
policies and procedures.
How Does Cultural Entropy Arise?

36. Powerful metrics that enable leaders to measure and manage cultures.
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36
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING PERSONAL ENTROPY
OF THE LEADERS

37. Powerful metrics that enable leaders to measure and manage cultures.
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37
What is Personal Entropy?
 Personal entropy is the amount of fear-driven
energy that a person expresses in his or her
day-to-day interactions with other people.
It is a measure of the lack of personal well-
being and personal mastery skills. Fear-driven
energy arises from the conscious and
subconscious fear-based beliefs of the ego
about meeting its deficiency needs.

38. Personal Well-being Indicator
Levels of Well-being
Service to Humanity and the Planet
Compassion, Humility, Forgiveness, Ethics, Future
Generations, Wisdom, Ease with Uncertainty.
Making a Difference in the Community
Actualising Meaning, Collaboration, Intuition,
Mentoring, Empathy, Community Involvement.
Finding Meaning in Existence
Integrity, Authenticity, Creativity, Passion, Honesty,
Trust, Fairness, Generosity, Humour/fun.
Continuous Growth and Development
Adaptability, Continuous Improvement, Courage,
Autonomy, Independence, Freedom.
Building a Sense of Self Worth
Pride in Self, Self-Reliant, Positive Self-image, Being
the best, achievement, recognition.
Harmonious Relationships
Family, Friendship, Belonging, Caring, Open
Communication, Listening.
Physical Survival and Safety
Health, Nutrition, Financial Stability, Self-Discipline,
Job security, Wealth.
`

39. Powerful metrics that enable leaders to measure and manage cultures.
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Personal Well-Being Indicator
 Each level corresponds to a separate stage of
psychological development. See Annex.
 Higher is only better if all the previous levels have
been mastered—have positive values indicators.

40. Powerful metrics that enable leaders to measure and manage cultures.
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Personal Well-Being Inhibitors
 The presence of limiting values at the
survival, relationships and self-worth
levels can lower the overall level of
personal well-being.

41. Powerful metrics that enable leaders to measure and manage cultures.
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Personal Well-Being Inhibitors
Well-being Inhibitors
Building a Sense of Self-worth
Complacency, Arrogance, Image, Power-seeking,
Status-seeking, Boasting, Lack of Confidence.
Harmonious Relationships
Blame, Being Liked, Manipulation, Jealousy,
Neediness, Relationship insecurity, Demanding.
Physical Survival and Safety
Control, Caution, Risk-averse, Greed, Job
Insecurity, Short-term focus, Impatience.
`

42. Powerful metrics that enable leaders to measure and manage cultures.
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42
PERSONAL WELL-BEING OF LEADER “A”
`
Top ten values based on
Feedback from collaborators
Personal Entropy = 8%
1. Vision
2. Appreciative
3. Enthusiasm
4. Making a difference
5. Global perspective
6. Accessible
7. Authentic
8. Balance home/work
9. Experience
10. Wisdom

43. Powerful metrics that enable leaders to measure and manage cultures.
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PERSONAL WELL-BEING OF LEADER “B”
`
1. Long hours(L)
2. Confusion (L)
3. Short-term focus (L)
4. Blame (L)
5. Information hoarding (L)
6. Manipulation (L)
7. Hierarchy (L)
8. Results orientation
9. Bureaucracy (L)
10. Quality
Personal Entropy = 27%
Top ten values based on
Feedback from collaborators

44. Powerful metrics that enable leaders to measure and manage cultures.
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Vision
Appreciative
Enthusiasm
Making a difference
Global perspective
Accessible
Authentic
Balance home/work
Experience
Wisdom
LEADER “A”
Long hours(L)
Quality conscious
Drive and determination
Ambitious
Commitment
Cautious (L)
Reliable
Achievement
Demanding (L)
Internally competitive (L)
LEADER “B”
Personal
Entropy
8%
Personal
Entropy
27%
WHICH LEADER WOULD BE THE LEAST STRESSFUL TO WORK FOR
Stress
Inducing
Values
No
Stress
Inducing
Values

45. Powerful metrics that enable leaders to measure and manage cultures.
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What Low Entropy Leaders Focus on …
Based on 3600 Leadership Values Feedback
carried out on 100 leaders from 19 countries (2008-2010)
Commitment
Controlling (L)
Ambitious
Results orientation
Demanding (L)
Experience
Goals orientation
Authoritarian (L)
Humor/fun
Power (L)
Commitment
Positive attitude
Accessible
Teamwork
Trustworthy
Integrity
Accountability
Customer satisfaction
Enthusiasm
Fairness
Low Entropy
Leaders (0-6%)
High Entropy
Leaders (21%+)
Values that address employees needs and
create internal cohesion
Internal
Cohesion
Focus
Self-
Esteem
Focus
Stress
Inducing
Values

46. Powerful metrics that enable leaders to measure and manage cultures.
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The Three Mantras of Organizational Performance
Cultural Capital is the new frontier of
competitive advantage.
Mantras Implications
The Culture of an organizations is a
reflection of leadership consciousness
Measurement matters. If you can
measure it, you can manage it.
Who you are and what your organization
stands for is vitally important.
Organizational transformation begins with
the personal transformation of the leaders
You can make the evolution of
consciousness, conscious
Focus on Vision, Mission and Values
Begins with Leading Self
Measure and Map the Values

47. continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
ambitious 9 Level 3
making a difference 8 Level 6
results orientation 8 Level 3
honesty 7 Level 5
integrity 7 Level 5
intuition 7 Level 6
leadership developer 7 Level 6
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
Low Personal Entropy of Leader Creates Low Cultural
Entropy Organization
Cultural Entropy 7%Personal Entropy 9%
Cultural ValuesLeader’s Values
The culture of
an organisation
is a reflection
of leadership
consciousness.
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Internal
Cohesion
LVA Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Internal
Cohesion

48. The culture of
an organisation
is a reflection
of leadership
consciousness.
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
High Personal Entropy of Leader Creates High Cultural
Entropy Organization
power (L) 11 Level 3
blame (L) 10 Level 2
demanding (L) 10 Level 2
manipulative (L) 10 Level 2
experience 9 Level 3
controlling (L) 8 Level 1
arrogant (L) 7 Level 3
authoritarian (L) 6 Level 1
exploitative (L) 6 Level 1
ruthless (L) 6 Level 1
1. short-term focus (L) 13 Level 1
2. blame (L) 11 Level 2
3. manipulation (L) 10 Level 2
4. caution (L) 7 Level 1
5. cynicism (L) 7 Level 3
6. bureaucracy (L) 6 Level 3
7. control (L) 6 Level 1
8. cost reduction 5 Level 1
9. empire building (L) 5 Level 2
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
CVA Current Culture
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Cultural Entropy 38%Personal Entropy 64%
Cultural ValuesLeader’s Values

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How to Measure Personal Entropy?
LEADER’S VALUES
Which of the following values/behaviours
most reflect how you operate? Pick ten.
ASSESSOR’S OBSERVED VALUES OF LEADER
Which of the following values/behaviours
most reflect how Leader “X” operates? Pick
ten.
http://www.valuescentre.com/our-products/products-
leaders/leadership-values-assessment-lva
LEADERSHIP VALUES ASSESSMENT

50. long hours (L) 16 3(I)
quality conscious 13 3(O)
drive and determination 12 4(I)
analytical 10 3(I)
commitment 10 5(I)
cautious (L) 8 1(I)
reliable 8 3(R)
achievement 7 3(I)
demanding (L) 7 2(R)
internally competitive (L) 6 2(R)
strategic thinker 6 4(I)
High Entropy Leader (20 Assessors)
Matches 3
adaptability 4(I)
connecting with stakeholders 6(R)
drive and determination 4(I)
goals orientation 4(O)
innovative 4(I)
long hours (L) 3(I)
making a difference 6(O)
strategic thinker 4(I)
vision 7(I)
win-win partnerships 6(O)
Level Leader’s Perspective Observed Values by Assessors
7
6
5
4
3
2
1
PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0
Orange=Values Match
P=Positive
L=Potentially Limiting (white circle)
I=Individual
R=Relationship
O=Organisational
S=Societal
Entropy = 27%

51. 10%
50%
30%
10%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 40-50-10
Entropy = 10%
CTS = 20-20-60
Entropy = 27%
Leader’s
perspective
High Entropy Leader (20 Assessors)
Positive Values
Potentially Limiting Values
Observed Values by
Assessors
C
T
S
C=Common Good
T=Transformation
S=Self-Interest
9%
8%
10%
1%
7%
25%
20%
12%
5%
3%
0% 20% 40% 60%
1
2
3
4
5
6
7
1
2
3
4
5
6
7

52. Powerful metrics that enable leaders to measure and manage cultures.
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52
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MEASURING WELL BEING AT WORK
CULTURAL TRANSFORMATION TOOLS

53. Powerful metrics that enable leaders to measure and manage cultures.
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53
Cultural Well-being and Cultural Entropy
CULTURAL TRANSFORMATION TOOLS FOR
ORGANIZATIONS
Cultural Values Assessment
Cultural Evolution Report
Espoused Values Analysis
Small Group (Team) Assessment
Merger/Compatibility Report
Customer Values Assessment

54. Powerful metrics that enable leaders to measure and manage cultures.
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54
Individual Well-being and Personal Entropy
CULTURAL TRANSFORMATION TOOLS
FOR INDIVIDUALS
Self Assessment
Personal Values Assessment
Individual Values Assessment
Feedback Assessment
Individual Development Report
Leadership Development Report
Leadership Values Assessment
How aligned
I am with my
work place
culture.
Measures
personal
entropy.

55. Powerful metrics that enable leaders to measure and manage cultures.
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55
Cultural Transformation
“Richard Barrett has made
extraordinary contributions to
our understanding of
organisational values and
culture. His frame-works for
measuring culture and enabling
whole system change are
elegant. His reservoir of know-
ledge is vast and his connection
to timeless wisdom is profound.”
Raj Sisodia, Co-founder and co-
chairman of Conscious
Capitalism Inc. and Professor
of Global Business, Babson
College, USA.

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56
For more information:
Go to: www.valuescentre.com or www.richardbarrett.net
Contact Me: richard@valuescentre.com

57. Powerful metrics that enable leaders to measure and manage cultures.
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57
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
ANNEX
STAGES OF PSYCHOLOGICAL
DEVELOPMENT

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58
A personal journey
Every person is on an
evolutionary journey of
psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving

59. Powerful metrics that enable leaders to measure and manage cultures.
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59
Stages, Levels and World Views
 We grow in stages of psychological
development
 We operate at levels of consciousness
 We live inside (are embedded in)
cultural world views

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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.

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Stages and Levels
Stages Levels of Consciousness
Serving SERVICE
Integrating MAKING A DIFFERENCE
Self-actualising INTERNAL COHESION
Individuating TRANSFORMATION
Differentiating SELF-ESTEEM
Conforming RELATIONSHIP
Surviving SURVIVAL
EvolutionofPersonalConsciousness

62. Powerful metrics that enable leaders to measure and manage cultures.
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62
Stages of Psychological Development
Surviving

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63
Stages of Psychological Development
INFANCY
0-2 Years Old
Staying alive!
LEARNING TO CONTROL
Ability to get basic
physiological needs met.
Surviving
Stage Motivation

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Stages of Psychological Development
Conforming

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Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD
3-7 Years Old
Keeping safe and secure!
LEARNING TO BE LOVED
Ability to feel accepted and
sense of belonging.

66. Powerful metrics that enable leaders to measure and manage cultures.
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66
Stages of Psychological Development
Differentiating

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Stages of Psychological Development
Differentiating
Stage Motivation
TEENAGER +
8-24Years Old
Distinguishing yourself!
LEARNING TO BE RECOGNIZED
Ability to feel respected
and recognized by others.

68. Powerful metrics that enable leaders to measure and manage cultures.
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Stages of Psychological Development
INDIVIDUATING

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69
Stages of Psychological Development
INDIVIDUATING
Stage Motivation
YOUNG ADULT
25-39 Years Old
Releasing your fears!
ACCOUNTABILITY
Finding freedom and
autonomy to understand
who you really are.

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Stages of Psychological Development
SELF-ACTUALIZING

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Stages of Psychological Development
SELF-ACTUALIZING
Stage Motivation
ADULTHOOD
40-49 Years Old
Becoming who you are!
SELF-EXPRESSION
Ability to satisfy your
desire for meaning
and purpose.

72. Powerful metrics that enable leaders to measure and manage cultures.
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Stages of Psychological Development
INTEGRATING

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Stages of Psychological Development
INTEGRATING
Stage Motivation
MATURE ADULT
50-59 Years Old
Aligning with others!
CONNECTION
Ability to satisfy the desire
to make a difference
in your world.

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Stages of Psychological Development
SERVING

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Stages of Psychological Development
SERVING
Stage Motivation
SENIOR
60+ Years Old
Finding fulfilment!
CONTRIBUTION
Ability to satisfy your
desire to serve the
greater good.

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MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
UNDERSTANDING
EGO-SOUL DYNAMICS

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Stages of Psychological Development
Ego
Development
Ego-Soul Alignment
Soul
Emergence
SURVIVING
CONFORMING
DIFFERENTIATING
INDIVIDUATING
SELF-ACTUALIZING
INTEGRATING
SERVING
PSYCHOLOGICALDEVELOPMENT

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Mastering surviving prepares you for Self-actualizing
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
Control
If you have fears about surviving
you will not be able to self-express
Self-expressionEGO-SOUL
ALIGNMENT
No existential fears

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Mastering conforming prepares you for Integrating
SOUL
EGO
Belonging
If you have fears about being accepted
you will not be able to connect
Connecting
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL
ALIGNMENT

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Mastering differentiating prepares you for Serving
SOUL
EGO
Recognition
If you have fears about your self-worth
you will not be able to contribute
Contributing
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL
ALIGNMENT

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A failure to master to ego stages of
development results in mental and
physical disorders when you reach the
soul stages of activation.