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Do you want to know what makes successful people they way they are? Want to know what their secret is?
While success means something different to everyone, there are a few common things you can learn from other successful people that apply to anything you want to do in life.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Discover your MBTI type and what majors, careers, and jobs fit best with your personality. Originally created in Articulate Storyline as an interactive career module. Not meant to use as a stand alone workshop.
17 Ways Successful People Approach LifeBrian Downard
Do you want to know what makes successful people they way they are? Want to know what their secret is?
While success means something different to everyone, there are a few common things you can learn from other successful people that apply to anything you want to do in life.
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Esteem is a simple word. It is worth and value that we apply to people, places, and situations. It is the amount of respect we assess. We have esteem for our world leaders. We have esteem for places like church and synagogue. We have esteem for an exemplary performance whether it is in sports, acting, or simply doing the right thing.
But the most important place we need to apply esteem is within ourselves. We must maintain our self-esteem in order to place value on ourselves as a worthy individual in the world.
Self-esteem can affect every single part of our lives. If our esteem is low, our lives will be dull and gray. Elevating esteem for ourselves is a crucial key to happiness in life.
Most people's feelings and thoughts about themselves fluctuate somewhat based on their daily experiences. The grade you get on an exam, how your friends treat you, ups and downs in a romantic relationship – all can have a temporary impact on your well-being.
Your own self-esteem, however, is something more fundamental than the normal "ups and downs" associated with situational changes. For people with healthy basic self- esteem, normal "ups and downs" may lead to temporary fluctuations in how they feel about themselves, but only to a limited extent. In contrast, for people with poor basic self-esteem, these "ups and downs" may make all the difference in the world.
People with poor self-esteem often rely on how they are doing in the present to determine how they feel about themselves. They need positive external experiences to counteract the negative feelings and thoughts that constantly plague them. Even then, the good feeling (from a good grade, compliment from a boss, loving words from a family member or friend, etc.) can be temporary.
Healthy self-esteem is based on our ability to assess ourselves accurately (know ourselves) and still be able to accept and to value ourselves unconditionally. This means being able to realistically acknowledge our strengths and limitations (which is part of being human) and at the same time accepting ourselves as worthy and worthwhile without conditions or reservations.
What we want to do is help you raise your self-esteem to levels that will enhance your life and the way you view life. It can make a tremendous difference in your quality of life. Learning techniques to raise self-esteem can be taught and put into practice in just a few days. However, it will take commitment and consistent practice to keep your healthy self-worth nurtured and nourished in your daily life.
We can show you how to improve your self-esteem in just one weekend! Three short days applying the information in this book and you will be on your way to healthy self-esteem as your life becomes the bright place it is meant to be.
Spiral Dynamics (& the purpose of life), by adrian cahillAdrian Nqld Cahill
Spiral Dynamics (& the purpose of life), by Adrian Cahill.
Ever wondered why there is so much difference in the world. Spiral Dynamics follows the evolution or development of Psychology from birth to Buddha. (And we are probably somewhere in between).
By this Slide you will get to know that how we can build our positive attitude.
An attitude is an expression of favor or disfavor toward a person, place, thing or event.
Your attitude is based on your current emotional status, which has a lot more ‘control’ than the other determinants, and therefore has a much larger impact on how you act emotionally versus determinants that cannot be changed as easily, such as environment.
Rating of control 8 out of 10
The 7 habits of highly effective people-SummaryHumayun Kabir
The 7 habits for effective people is a #1 national best seller book on personal development, written by Stephen R. Covey. It has sold more than 15 million copies since its first publication in 1989.
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
The following presentation on the 21st century leadership will observe key elements of this New style of leadership, which won India its independence, paved the past for an African American to become a President in the United States.
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
Esteem is a simple word. It is worth and value that we apply to people, places, and situations. It is the amount of respect we assess. We have esteem for our world leaders. We have esteem for places like church and synagogue. We have esteem for an exemplary performance whether it is in sports, acting, or simply doing the right thing.
But the most important place we need to apply esteem is within ourselves. We must maintain our self-esteem in order to place value on ourselves as a worthy individual in the world.
Self-esteem can affect every single part of our lives. If our esteem is low, our lives will be dull and gray. Elevating esteem for ourselves is a crucial key to happiness in life.
Most people's feelings and thoughts about themselves fluctuate somewhat based on their daily experiences. The grade you get on an exam, how your friends treat you, ups and downs in a romantic relationship – all can have a temporary impact on your well-being.
Your own self-esteem, however, is something more fundamental than the normal "ups and downs" associated with situational changes. For people with healthy basic self- esteem, normal "ups and downs" may lead to temporary fluctuations in how they feel about themselves, but only to a limited extent. In contrast, for people with poor basic self-esteem, these "ups and downs" may make all the difference in the world.
People with poor self-esteem often rely on how they are doing in the present to determine how they feel about themselves. They need positive external experiences to counteract the negative feelings and thoughts that constantly plague them. Even then, the good feeling (from a good grade, compliment from a boss, loving words from a family member or friend, etc.) can be temporary.
Healthy self-esteem is based on our ability to assess ourselves accurately (know ourselves) and still be able to accept and to value ourselves unconditionally. This means being able to realistically acknowledge our strengths and limitations (which is part of being human) and at the same time accepting ourselves as worthy and worthwhile without conditions or reservations.
What we want to do is help you raise your self-esteem to levels that will enhance your life and the way you view life. It can make a tremendous difference in your quality of life. Learning techniques to raise self-esteem can be taught and put into practice in just a few days. However, it will take commitment and consistent practice to keep your healthy self-worth nurtured and nourished in your daily life.
We can show you how to improve your self-esteem in just one weekend! Three short days applying the information in this book and you will be on your way to healthy self-esteem as your life becomes the bright place it is meant to be.
Spiral Dynamics (& the purpose of life), by adrian cahillAdrian Nqld Cahill
Spiral Dynamics (& the purpose of life), by Adrian Cahill.
Ever wondered why there is so much difference in the world. Spiral Dynamics follows the evolution or development of Psychology from birth to Buddha. (And we are probably somewhere in between).
By this Slide you will get to know that how we can build our positive attitude.
An attitude is an expression of favor or disfavor toward a person, place, thing or event.
Your attitude is based on your current emotional status, which has a lot more ‘control’ than the other determinants, and therefore has a much larger impact on how you act emotionally versus determinants that cannot be changed as easily, such as environment.
Rating of control 8 out of 10
The 7 habits of highly effective people-SummaryHumayun Kabir
The 7 habits for effective people is a #1 national best seller book on personal development, written by Stephen R. Covey. It has sold more than 15 million copies since its first publication in 1989.
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
The following presentation on the 21st century leadership will observe key elements of this New style of leadership, which won India its independence, paved the past for an African American to become a President in the United States.
You will learn what values-based leadership really is, sort out some of the misconceptions, and learn what the pros and cons of implementing a values-based leadership style are.
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.
Nine Steps of Collaboration with Craig NealValuesCentre
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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.
Get Connected and Dynamics of Change with Tor Eneroth and Niran JiangValuesCentre
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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.
The Current Point on the Journey with John Campbell and Phil ClothierValuesCentre
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Phil Clothier and John Campbell lead an interactive session to connect deeply with and explore approaches for action to support the UN Global Goals.
Insights into Leadership with Jim StatenValuesCentre
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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.
The spiritual psychological dimension of creativity and flow richard barrett ...Barrett Academy
This slide deck was presented in a key note speech at the ESADE Spirituality and Creativity in Management World Congress held in Barcelona on 23-25 April 2015
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
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.
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"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
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
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.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
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.
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.
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
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.
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.
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. In Order to Understand The Ego-Soul
Dynamics of Well-Being At Work
We Must First Define
“WELL-BEING”
11. THE 4 MINDS
AND 3 BRAINS
Most scientists have a tendency to think of our mind/brain
as a single operating whole, but it is not. We have four
minds and three brains that control our reflexes,
behaviours and decision-making. The four minds and three
brains in order of their appearance in our lives are:
13. THE BODY MIND AND EGO MIND
The reptilian, limbic and
neocortex brains together are
known as the triune brain.
The reptilian mind/brain is
known as the body-mind.
The emotional mind and
rational mind are known as
the ego-mind.
14. A PERSONAL JOURNEY
Every person is on an evolutionary journey
of psychological development.
SERVING
SELF-ACTUALIZING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
INTEGRATING
15. “WELL-BEING ATWORK”
Well-being at work is the feeling you get when you are
able to satisfy the needs of the adult stages of
psychological development—Individuating,
Self-actualizing, Integrating and Serving
SERVING
INTEGRATING
SELF-
ACTUALIZING
INDIVIDUATING
16. We grow in stages of
psychological development
We operate at levels of
consciousness
We live inside
(are embedded in) cultural
world views
STAGES, LEVELS
AND WORLD VIEWS
17. 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.
18. STAGES & LEVELS
SERVING SERVICE
INTEGRATING
MAKING A
DIFFERENCE
SELF-ACTUALISING INTERNAL COHESION
INDIVIDUATING TRANSFORMATION
DIFFERENTIATING SELF-ESTEEM
CONFORMING RELATIONSHIP
SURVIVING SURVIVAL
EvolutionofPersonalConsciousness
7
6
5
4
3
2
1
22. CHILDHOOD:
3-7 Years Old
NEED TO FEEL
ACCEPTANCE &
BELONGING IN
FAMILY
LEARNING TO
BE LOVED AND
FEEL
PROTECTED
KEEPING
SAFE!
MOTIVATION
CONFORMING
7
6
5
4
3
2
1
26. 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
30. 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
44. LET’S DO AN EXERCISE
1. What age group are you in—
Individuating, Self-actualizing,
Integrating or Serving?
2. Form groups of 4, 5 or 6 people in
same age group.
3. Discuss what well-being means for
you in your age group?
46. B) become responsible and accountable
for every aspect of your life; and
WELL-BEING AT THE INDIVIDUATING
STAGE OF DEVELOPMENT (25-39 YEARS)
A) know yourself—identify your most
important values and the behaviours
that align with those values;
In order to find well-being at the individuating
stage of psychological development you need to:
C) learn to manage your fears and
develop your emotional intelligence skills.
47. In addition, you will be looking for opportunities to explore
your gifts and talents—find out what you are good at and like
doing and what you are not so good and do not like doing.
We don't want to be micro-managed, but we do want
someone we can turn to for advice. Someone we know we
can rely on who has our best interests at heart.
Without freedom, autonomy and challenges at this stage of
development, you will not experience well-being.
48. B) find your purpose in life—the work that
you love to do; and
WELL-BEING AT THE SELF-ACTUALIZING
STAGE OF DEVELOPMENT (40-49 YEARS)
A) release any fears you may have about
fully expressing who you really are;
In order to find well-being at the self-actualizing
stage of psychological development you will need to:
C) express your creativity.
49. In addition, you will be looking for opportunities to align your
purpose with your work so you find meaning in your life.
You will want a job that allows you to fully express who you
are, sparks your creativity and unleashes your passion.
If you cannot fully express who you are,
you will not experience well-being.
50. B) develop your empathy and social
intelligence skills; and,
WELL-BEING AT THE INTEGRATING
STAGE OF DEVELOPMENT (50-59 YEARS)
A) release any fears you have about
forming unconditional loving relationships;
In order to find well-being at the integrating stage of
psychological development you will need to:
C) actualize your purpose by connecting
with other like-minded individuals to
make a difference in the world.
51. In addition, you will be looking for
opportunities to collaborate with
other like-minded individuals on
projects that allow you to actualize
your purpose in life.
If you cannot connect with others
to make a difference,
you will not experience well-being.
52. B) develop your compassion skills; and,
WELL-BEING AT THE SERVING
STAGE OF DEVELOPMENT (60 + YEARS)
A) release any fears you have
about your self-worth;
In order to find well-being at the serving stage of
psychological development you will need to:
C) let yourself be guided by your soul’s
inspiration.
53. In addition, you will be looking for opportunities to
participate in acts of self-less service by alleviating suffering
and/or caring for the well-being of future generations,
humanity and the planet.
You want to leave the world a better place than you found it.
If you cannot make a contribution, you will
not experience well-being.
54. WHAT PREVENTS US FROM
FINDING WELL-BEING AT WORK
The personality of
your boss
(subconscious fear-
based beliefs—lack of
internal alignment).
3
The culture of the
organization—
potentially limiting
values.
21
Your personality
(subconscious fear-
based beliefs—lack of
internal alignment).
55. YOUR LACK
OF INTERNAL
ALIGNMENT
1
These are the issues you have with
regard to your unmet survival
(control), safety (relationship) and
security (self-esteem) needs.
You must learn to manage your
subconscious and conscious fears
and develop your emotional
intelligence skills.
You will need feedback from your
co-workers to master your fears.
Cultural Transformation Tools:
Individual Development Report
56. THE CULTURE
OF THE
ORGANIZ-
ATION
2
If the culture of the organization
does not align with your values
and does not support you in
meeting your needs you will not
feel a sense of well-being—you
will not feel engaged. (High
cultural entropy and low cultural
well-being scores)
Cultural Transformation Tools:
Cultural Values Assessment
57. EXERCISE
Discuss in your group
how the culture of your
organization affects your
level of well-being
at work..
58. THE
PERSONALITY
OF YOUR
BOSS
3
These are the issues your boss
has with regard to his or her
unmet survival (control), safety
(relationship) and security (self-
esteem) needs.
He/she must learn to manage
his/her fears and develop his/her
emotional intelligence skills.
He/she will need feedback from
their subordinates and peers to
master his/her fears.
Cultural Transformation Tools:
Leadership Development Report,
Leadership Values Assessment
61. measures the level of fear-driven
organizational dysfunction. It
measures the proportion of
limiting values in an
organization.
Cultural Entropy
The Barrett Values Centre’s
® score
62. is the inverse of the cultural entropy
score. It measures the proportion of
positive values in an organization—
the extent to which employees feel
their needs are being met.
Cultural Health
The Barrett Values Centre’s
score
63. 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.
64. TOP TEN CURRENT
CULTURE VALUES OF
TEAM “A”
Customer satisfaction
Making a difference
Commitment
Employee fulfilment
Continuous improvement
Humour/fun
Shared vision
Customer collaboration
Balance (home/work)
Teamwork
65. Long hours(L)
Confusion (L)
Short-term focus (L)
Blame (L)
Information hoarding (L)
Manipulation (L)
Hierarchy (L)
Results orientation
Bureaucracy (L)
Quality
TOP TEN CURRENT
CULTURE VALUES OF
TEAM “B”
66. 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)
67. 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
68. 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)
69. C
T
S 2
1
3
4
5
6
7
TEAM “B” (35 PEOPLE)
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
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
Copyright 2015 Barrett Values Centre
70. CULTURAL HEALTH OF 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 =
71. CULTURAL HEALTH OF 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 =
72. The presence of potentially limiting values
at the Survival, Relationship and Self-
esteem levels of consciousness increases
stress and lowers the overall level of
cultural health in an organization.
CULTURAL
HEALTH
INHIBITORS
73. When these values are present
Cultural Health decreases
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
7
6
5
4
3
2
1
CULTURAL HEALTH INHIBITORS
74. 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%
75. If Your mind is focused at this level of consciousness
this is what you want to find in your organizational culture
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.
SERVING
(60 + years)
INTEGRATING
(50-59) years
SELF-ACTUALIZING
(40-49 years)
INDIVIDUATING
(25-39 years)
DIFFERENTIATING
CONFORMING
SURVIVING
78. 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
81. 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.
84. Personal entropy arises from
subconscious fear-based beliefs
learned when we were young about
meeting our survival, safety and
security needs.
85. PERSONAL WELL-BEING INHIBITOR
The presence of limiting
values at the survival
relationship and self-
esteem levels of
consciousness.
I am not
enough
I am not
loved
enough
I don’t
have
enough
87. How to measure
Personal Entropy
ASSESSOR’S OBSERVED
VALUES OF INDIVIDUAL
Which of the following
values/behaviours most reflect how
individual “X” operates? Pick ten.
LEADERSHIP VALUES ASSESSMENT
LEADERSHIP DEVELOPMENT REPORT
INDIVIDUAL DEVELOPMENT REPORT
INDIVIDUAL’S VALUES
Which of the following
values/behaviours most reflect how
you operate? Pick ten.
http://www.valuescentre.com/our-products/products-
leaders/leadership-values-assessment-lva
88. Level Personal Values (PV) Current Culture Values (CC)
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
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)
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)
I = Individual
R = Relationship
Orange = Values Match
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Personal Entropy = 27%
High Personal Entropy Individual (20 Assessors)
89. C
T
S 2
1
3
4
5
6
7
Positive Values
Potentially Limiting Values
C = Common Good
T = Transformation
S = Self-Interest
Individual’s
perspective
Observed Values
by Assessors
Copyright 2015 Barrett Values Centre
High Personal Entropy Individual (20 Assessors)
10
%
30
%
0%
50
%
0%
0%
0%
10%
0%
0%
0% 60%
7
6
5
4
3
2
1
3%
5%
12
%
20
%
25
%
7%
1%
10%
8%
9%
0% 60%
7
6
5
4
3
2
1
Personal Entropy = 27%
90. What Low and High Personal
Entropy Individuals Focus on …
Low
Entropy
Individuals
(0-6%)
Commitment
Positive attitude
Accessible
Teamwork
Trustworthy
Integrity
Accountability
Customer satisfaction
Enthusiasm
Fairness
Internal
Cohesion
Focus
High
Entropy
Individuals
(21%+)
Commitment
Controlling (L)
Ambitious
Results orientation
Demanding (L)
Experience
Goals orientation
Authoritarian (L)
Humor/fun
Power (L)
Self-
Esteem
Focus
Stress
Inducing
Values
Based on 3600 Leadership Values Feedback
carried out on 100 leaders from 19 countries (2008-2010)
95. Also available in Spanish, Portuguese,
German and French (Dec. 2016)
If you want to find
out more about
measuring Cultural
Well-being, Cultural
Entropy and Personal
Entropy and creating
a high performance
organization that
supports employee
well-being.