This document discusses integrating personal and organizational development. It provides statistics showing that most employees are not engaged at work. It presents a model for integrating inner systems like values and personality with outer systems like organizations and society. The goal is a long-term sustainable strategy. It also addresses how values emerge and priorities are formed. Exercises are presented to provide strengths feedback and balance strengths. Levels of personal development and theories of independence vs inclusion and autonomy vs relatedness are briefly covered. The vision is an authentic, sustainable world where people develop self-leadership.

1. Integrating Personal and Organizational Development
Building a Values Driven Society - Stockholm - June 2014

2. Openness · Emotion · Reflection · Dialogue

3. Engagement in an average organization
(Sweden)
Source: Gallup (2013); State of the Global Workplace Report.
Engaged · Work with passion, create ideas, feel part of
and drive the organization forward. The only ones in the
organization creating new customers.
Not engaged · Are essentially checked out . They are
sleepwalking though their workday, putting time but not
energy or passion into their work.
Actively disengaged · Aren´t just unhappy at work;
they re busy acting out their unhappiness. Every day,
these workers undermine their engaged coworkers.
16 %
73 %
11 %

4. Source: SelfLeaders (2009) Self-Leadership 877 Stockholm School of Economics;
Meta model for integration of personal and organizational development..
Outer systems
History
Common culture
Intrinsic motivation
Group
Organization
Society
Future
Inner systems
Values
Personality
/strengths
Actions
thoughts/ emotions
2
1
3
Integrating inner and outer systems for
a long-term sustainable strategy

5. Källa: Inglehart & Welzel (2010); Changing Mass Priorities; The World Value Survey Cultural Map.
The shift in values

6. High
High
Clarity of
personal values
Clarityof
organizationalvalues
Employee work engagement
(scale 1-7)
4.87
4.90 6.12
6.26
Source: Posner & Schmidt (2008); Values Congruence and the Differences Between the Interplay of
Personal and Organizational Value Systems; The Leadership Challenge.
How engaged are you in your studies/work?

7. How does a value emerge and develop?
Reality
the external reality
Reality image
the inner reality
Personal
values
External events
& experiences
Interpretations
& stories
Priorities
& actions
ValuesOnline
in cooperation with

9. StrengthsWeaknesses
What do we tend to focus on?

10. Exercise: Personal strengths feedback
1. Write down 3 strengths you have
observed in your each of your
friends + 3 of your own strengths.
2. Share strengths with each other.
3. Switch places with each other.

11. Fast acting “Pushy”
PatientPassive
Exercise: Balancing your strengths

12. Levels in personal development

13. Independence and Inclusion: Robert Kegan
Autonomy and Relatedness: Self Determination Theory

15. 15
OUR VISION
IS AN AUTHENTIC AND LONG-TERM
SUSTAINABLE
WORLDWHERE WE INSPIRE,
BRING TOGETHER
AND SUPPORT
PEOPLE
IN DEVELOPING THEIR
SELF-LEADERSHIP

16. Today’s pearl

17. Dick von Martens
dick.von.martens@selfleaders.com
0761 – 079 388
Jan Artem Henriksson
jan.henriksson@selfleaders.com
0709 – 514 419
www.selfleaders.com
info@selfleaders.com · 08–559 233 40
Klarabergsviadukten 63 / Waterfront Building
Box 190 · 101 23 Stockholm
We inspire to Authenticity.