1. Introduction: the Cultural Transformation Tools
Partner Barrett Values Centre
Sander Mahieu & global CTT-trainer
s.mahieu@synnova.com
www.valuescentre.com 1
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2. Why CTT?
 It is the most comprehensive cultural diagnostic value assessment
available.
 The survey is customised for every organisation.
 The survey is simple – it takes approx. 15 minutes to complete.
 The process is fast: 2-5 weeks from project initiation to report.
 The system has been tried and tested by over 1,500 organisations.
 Costs are the same for 30, 3,000 or 30,000 employees.
 The survey is available in several languages
and can be carried out in multiple languages at one time.
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3. Sample of Clients
ANZ Bank Mars
Austin Energy McDonald’s
Aveng Group Nedbank
Banco Itau New Look
Banque Populaire NorthWestern Energy
BC Hydro Nestle
BNP Paribas Securities Services Ontario Power
China Mobile Pfizer
Club 21 Sasol Group
Deluxe Corporation Skandia
Halma Total Petroleum
Hewitt Associates Unilever
IBM Volvo
ING Bank Wegmans
Johnson & Johnson Westpac
L’Oreal
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4. The Barrett Seven Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity and the Planet
Service Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
Strategic Alliances and Partnerships
Making a
Environmental awareness, community involvement,
Difference employee fulfilment, coaching/mentoring
Building Internal Community
Internal Cohesion Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Continuous Renewal and Learning
Transformation Accountability, adaptability, empowerment,
teamwork, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Employee Recognition
Relationship Loyalty, open communication, customer satisfaction,
friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption,
greed
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5. Full Spectrum Organisational Consciousness
Service Long-term perspective
Making a
Difference Coaching/mentoring
Internal Cohesion Creativity
Transformation Accountability
Self-esteem Productivity
Relationship Open communication
Survival Profit
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6. Airline: Department (Pilots) (71)
Personal Values Current Culture Values Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
PL= 10-0 | IRS (P)= 6-4-0 | IRS (L)= 0-0-0 PL= 4-7 | IROS (P)= 1-0-3-0 | IROS (L)= 1-2-4-0 PL= 10-1 | IROS (P)= 0-3-7-0 | IROS (L)= 0-0-1-0
1. cooperation 36 Level 5 1. cost reduction 65 Level 1 1. employee recognition 36 Level 2
Matches
PV - CC 2. responsibility 35 Level 4 2. short-term focus (L) 52 Level 1 2. job security (L) 31 Level 1
1 3. humor/fun 27 Level 5 3. profit 50 Level 1 3. employee fulfillment 28 Level 6
CC - DC
0 4. accountability 26 Level 4 4. bureaucracy (L) 31 Level 3 4. information sharing 27 Level 4
PV - DC
5. family 26 Level 2 5. control (L) 30 Level 1 5. long-term perspective 26 Level 7
2
6. balance (home/work) 21 Level 4 6. caution (L) 25 Level 1 6. balance (home/work) 25 Level 4
7. safety 21 Level 1 7. safety 23 Level 1 7. continuous improvement 24 Level 4
8. friendship 19 Level 2 8. image (L) 22 Level 3 8. customer satisfaction 23 Level 2
9. honesty 19 Level 5 9. internal competition (L) 21 Level 2 9. professionalism 23 Level 3
10. financial stability 18 Level 1 10. long hours (L) 21 Level 3 10. cooperation 22 Level 5
11. return on assets 21 Level 1 11. teamwork 22 Level 4
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O=
Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S=
Societal
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Values Plot Copyright 2008 Barrett Values Centre 6

7. Whole Systems Transformation
Environment
INDIVIDUAL COLLECTIVESmall
Stories Picture of
Stories
Level of competence Structures and dagwood
system
Behaviour performance Products, equipment etc
OBJECTIVE Bottom line results
Do you
Do you Alignment of
Alignment of
Walk
Walk operational and
operational and
DIAL
The Talk?
The Talk? social structures
social structures
OG E
U
Leadership Guiding values
SUBJECTIVE Co-workership Attitudes that limit
Personal maturity Shared strategic vision
Core
Core
Values
Values
Alignment
Alignment
A whole system approach calls for actions in all four dimensions at the same time
dialogue Source: K Wilber

8. Culture Development Plan
EXA M P LE

9. The New Principles of Business
Cultural transformation begins with
personal transformation.
Organisations don’t transform.
People do….. and leader first
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10. The Barrett Seven Levels of Leadership Consciousness
Service Wisdom/Visionary
Making a
Difference Mentor/Partner
Internal Cohesion Integrator/Inspirer
Transformation Facilitator/Influencer
Self-esteem Manager/Organiser
Relationship Relationship Manager
Survival Crisis Director
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11. Karen
Karen’s Values 10 Assessors' Top 12 Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
PL= 10-0 | IROS (P)=6-3-1-0 | IROS (L)=0-0-0-0 PL= 12-0 | IROS (P)=6-5-1-0 | IROS (L)=0-0-0-0
continuous 4 integrity 7 5
Matches
3 improvement accessible 5 2
listener 2
competence 5 3
wisdom 7
strategic partnerships 5 6
accountability 4
accountability 4 4
courage 4
inspiring 4 5
innovation 4
commitment 3 5
inspiring 5
human dignity 3 4
adaptability 4
innovation 3 4
balance (home/work) 4
open communication 3 2
humour/fun 5
patience 3 5
vision 3 7
Orange = Values match P = Positive I = Individual
L = Potentially Limiting R = Relationship
(white circle) O = Organisational
S = Societal
Leadership Values Plot Copyright 2010 Barrett Values Centre December 2010

12. Joe Smith (15 Assessors)
JOE: 10 VALUES OBSERVED VALUES REQUESTED VALUES
LEVEL
(Self) (OV) (RV)
7
6
5
4
3
2
1
| IROS (P)= 4-4-1-0 | IROS (L)= 0-1-0-0 | IROS (P)= 6-3-0-0 | IROS (L)= 1-0-0-0 | IROS (P)= 7-5-2-0 | IROS (L)= 0-0-0-0
connecting with customers 6(O) ambitious 10 3(I) celebrating together 6 5(O)
Matches 1(R) 10 3(I) 6 6(R)
controlling (L) neatness and order coaching/ mentoring
Self-OV 5 honesty 5(I) accountability 8 4(R) delivering on promises 6 3(I)
OV-RV 4
building trust 5(R) business/ industry developing others 6 4(O)
Self-RV 2 8 4(I)
collaborative working 6(R) knowledge commitment 5 5(I)
4(R) commitment 8 5(I) 5 5(R)
Health accountability inspiring
Index (PL) ambitious 3(I) delivering on promises 7 3(I) listening 5 2(R)
3(I) down to earth 6 3(I) 5 4(I)
Self 9-1 delivering on promises open to new ideas
OV 9-1 3(I) long hours (L) 6 3(I) 4 3(I)
neatness and order ambitious
RV 14-0
3(R) reliable 6 3(R) 4 4(I)
reliable balance (home/work)
accessible 5 2(R) 4 3(I)
down to earth
4 5(I)
positive attitude
4 4(R)
providing feedback
4 4(R)
team builder
Leadership Values Plot Copyright 2011 Barrett Values Centre June 2011

13. Cultural Transformation Begins with Personal Transformation
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
7% Entropy 9% Entropy
customer satisfaction 16 Level 2 continuous learning 11 Level 4
commitment 11 Level 5 generosity 11 Level 5
continuous learning 11 Level 4 commitment 10 Level 5
making a difference 11 Level 6 positive attitude 10 Level 5
global perspective 9 Level 3 vision 10 Level 7
mentoring 9 Level 6 ambitious 9 Level 3
enthusiasm 8 Level 5
making a difference 8 Level 6
leadership development 8 Level 6
results orientation 8 Level 3
integrity 7 Level 5
honesty 7 Level 5
open communication 7 Level 2
integrity 7 Level 5
optimism 7 Level 5
intuition 7 Level 6
shared values 7 Level 5
leadership developer 7 Level 6
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