The document discusses the need for a new leadership paradigm to address global challenges. It argues that the current paradigm of separating the world into public, private and social sectors creates barriers and that leaders need to work together across these sectors. The new paradigm requires a shift from self-interest to the common good and being the best for the world, not just the best in the world. It also discusses how evolution can teach three universal principles and five strategies relevant to this new leadership paradigm.

1. The New Leadership Paradigm
Richard Barrett & Ashley Munday
March 2012
www.valuescentre.com
www.valuescentre.com 1
www.valuescentre.com

2. A Crisis in Leadership
2

3. A Crisis in Leadership
John Kotter, Harvard Business School
After conducting fourteen formal studies and more
than a thousand interviews, directly observing dozens
of executives in action, and compiling innumerable
surveys, I am completely convinced that most
organisations today lack the leadership they
need.
John P. Kotter and James L. Heskett, Corporate Culture and
Performance (New York: The Free Press, 1992).
3

4. A Crisis in Leadership
Shoshana Zuboff, Harvard Business School
I have come to believe that much of what my
colleagues and I taught has caused real suffering,
suppressed wealth creation, destabilized the world
economy, and accelerated the demise of the 20th
century capitalism.
We managed to produce a generation of
managers and business professionals that is
deeply mistrusted and despised by a majority of
people in our society and around the world. This
is a terrible failure.
Shoshana Zuboff, ―The Old Solutions Have Become the New
Problems,‖ Business Week, Viewpoint, July 2, 2009.
4

5. A Crisis in Leadership
Bill George, Harvard Business School
An enormous vacuum in leadership exists today—in
business, politics, government, education, religion, and
nonprofit organisations. Yet there is no shortage of
people with the capacity for leadership.
The problem is we have a wrongheaded notion of
what constitutes a leader, driven by an obsession
with leaders at the top.
Bill George, True North: Discover Your Authentic Leadership
(San Francisco: Jossey-Bass, 2007).
5

6. A Crisis in Leadership
Bill George, Harvard Business School
Every successful business leader has to
make the shift from ―I‖ to ―we.‖
Bill George, True North: Discover Your Authentic Leadership
(San Francisco: Jossey-Bass, 2007).
6

7. The Global Sustainability
Challenge?
7

8. Global Sustainability Issues
Global Pollution
Global Terrorism Energy
Economy Resilience
Natural
Pandemics
Disasters
The significant problems
we face cannot be solved
at the same level of
thinking that created them.
Climate Species
Change Extinction
Water Food
Shortages Poverty Waste Resilience
Reduction Disposal
8

9. The Sustainability Challenge
The problems of existence have become
global but the decision-making structures
we have for dealing with them
are national.
We cannot move forward without a
high degree of global cooperation.
9

10. A New Leadership Paradigm
The paradigm that divides the
world into the social sector,
the private sector, and the
governmental sector
is not working.
Private It creates artificial barriers.
Sector We are each a constituent of
the problem, so we have to
combine our forces, our
Public Social efforts, and our competencies.
Sector Sector
Tex Gunning, Unilever, Best
Foods Asia
10

11. Sustainability and the New Leadership Paradigm
Our Business Leaders need to recognise that:
Business is a wholly owned subsidiary of society, and society
is wholly owned subsidiary of the environment.
If we lose our environment and our life-support systems,
our society will perish.
If we lose our society, we will lose our economy and
our businesses will perish too.
11

12. A New Leadership Paradigm
WE NEED A NEW LEADERSHIP PARADIGM
A shift in focus from “I” to “we”
A shift from self-interest to the common good
A shift from being the best in the world
to the best for the world.
12

13. A New Leadership Paradigm
Ultimately, the problems of existence we
face are issues of consciousness.
We will only get beyond this stage of our
collective evolution if we can put aside our
narrow self-interest, focus on the whole system,
and build a values-driven framework of policies
that support the common good.
Richard Barrett, The New Leadership Paradigm, 2011
13

14. The Book
A Leadership
Development Text Book
for the 21st Century
Leader
(530 pages)
Part 1: Fundamentals
Part 2: Leading Self
Part 3: Leading Others
Part 4: Leading an Organisation
Part 5: Leading in Society
Part 6: Annexes
Annex 1: The Learning System
Annex 2: Cultural Transformation Tools
Annex 3: The Seven Levels of
Consciousness
14

15. Love, Fear and the Destiny of Nations
Volume 1: Volume 2:
The Impact of the Evolution of Building Successful
Consciousness on World Affairs Communities and Nations
Spring 2012 Spring 2013
15

16. Table of Contents
• Part 1: Human Destiny
• 1. Introduction
• 2. Universal Patterns of Evolution
• 3. Human Patterns of Evolution
• 4. Cultural Patterns of Evolution
• 5. The Level of Fear in Nations
• 6. The Sources and Levels of Cultural Fear
• 7. Democracy—Freedom from Fear
• 8. Measuring the Culture of a Nation
•
• Part 2: The Evolution of Democracy
• 9. The Role of Democracy in the Evolution of
Human Consciousness
• 10. The Journey from Freedom to Trust
• 11. Freedom
• 12. Equality
• 13. Accountability
• 14. Fairness
• 15. Openness
• 16. Transparency
• 17. Trust
•
• Part 3: The Destiny of Nations
• 18. The Need for Global Governance
• 19. Failure and Hope
• 20. Empathy
• 21. Compassion
• 22. The Way Forward
16

17. What Evolution can teach us
about the
New Leadership Paradigm
• Three Universal Principles
• Five Characteristics/Strategies
• Six Levels of Decision Making
17

18. What is Evolution?
Evolution: The continually unfolding ability
to respond to increasingly complex life conditions.
At each stage of evolution – from
atoms, to cells, to creatures – there
was not only an expansion in
awareness, but also an expansion
in the range of possible reactions or
responses that an entity could
make to changes in its internal or
external environment.
An increase in external complexity
demanded an increase in
internal complexity
18

19. The Universal Stages of Evolution
From the Big Bang … to the Present Day
Stage 1
Entities learn how to become
viable and independent in their
frameworks of existence.
Stage 2
As life conditions become more
complex, viable independent
entities bond with each other to
create a group structures.
Stage 3
Viable independent group
structures then cooperate with
each other to form a higher
order entity.
Energy Atoms Molecules Cells Organisms Creatures Homo sapiens
19

20. The Universal Stages of Evolution
Homo sapiens Nations Humanity
Levels of Being
Eukaryotic cell Organisms Creatures
Carbon atom Molecules Cells
Big Bang: Particles/waves of information existing in a quantum energy field.
Evolution
Stage 3:
Stage 1: Stage 2:
Viable
Entities learn how As life conditions
independent group
to become viable become more
structures then
and independent complex, viable
cooperate with
in their independent
each other to form
frameworks of entities bond with
a higher order
existence. each other to
entity.
create a group
structures.
20

21. The Human Body
Stage 1: Cells are viable
independent entities that know
what to do to maintain internal
stability and external equilibrium
Stage 2: Cells bonded together
to form group structures called
organs.
Stage 3: Organs cooperate with
each other to form a higher order
entity.
YOU!
21

22. The New Leadership Paradigm
Learning System
More than a Book... And also ...
A Leadership A Manual for
Development Personal Evolutionary
Learning System for the Coaching
21st Century Leader
22

23. Components of the New Leadership Paradigm
Learning System
The The
Book Multi-media
Web site The
Workbooks
and Journals
23

24. Leading Yourself
If you can’t lead yourself, then you will
not be able to lead others
If you can’t lead others, then you will not
be able to lead an organisation
If you can’t lead an organisation, then
you will not be able to lead a
community or a nation
24

25. Stages of Leadership Development
Leaders as Leaders as
a Coach a Servant
Leading an
Leading Self Leading a Team Organisation
Stage 3: Stage 3: Stage 3:
External Cohesion External Cohesion External Cohesion
Cooperating with other Cooperating with other Cooperating with other
individuals who share the Teams who share the Organizations who share
same values and mission same values and vision the same values and
to leverage impact vision
Stage 2: Stage 2: Stage 2:
Internal Cohesion Internal Cohesion Internal Cohesion
Evolution
Aligning the motivations Aligning the motivations Aligning the motivations
of the Ego with the Soul of Team members with of Staff members with
(bonding) to become an the mission of the Team the vision and values of
authentic individual for team alignment the Organization
Stage 1: Stage 1: Stage 1:
Personal Mastery Team Mastery Personal Mastery
Overcoming the fears of Overcoming the fears of Overcoming the fears of
the Ego to become viable individual Team members individual Staff members
and independent in your To minimize cultural to minimize cultural
framework of existence entropy entropy
25

26. The Web Site
A State-of-the-
Art, Multi-media,
Web site that is
constantly
updated based
on the feedback
of users and as
new articles,
videos, books
and other
materials
become
www.newleadershipparadigm.com available
26

27. The Journals/Workbooks
Leading Self
(43 Exercises)
Leading a Team
(28 Exercises)
Leading an
Organisation
(33 Exercises)
Leading in Society
(30 Exercises)
27

28. Who Will Be Using the Learning System?
• Consultants and Coaches who are supporting the next
generation of leaders
• Change agents and OD practitioners who are looking for new,
cost effective ways to make leadership training available to
large numbers of people in their organizations
• Universities and Business Schools searching for cutting-edge
training materials to support their undergraduate and mature
students
• Individuals who want to grow, develop and become all they
can become
28

29. The Good News
29

30. The Good News
For the first time in human history
we have the possibility of making
the evolution of consciousness,
conscious.
Why now? Because we can
measure it, both at a personal,
organisational and national level.
And if you can measure it,
you can manage it.
Richard Barrett, The New Leadership Paradigm, 2011
30

31. The Three Mantras of
Organisational Performance
31

32. The Three Mantras of Organizational Performance
Mantras Implications
Who you are and what your
Cultural Capital is the new frontier
organization stands for
of competitive advantage.
is vitally important.
Focus on Vision, Mission and Values
The Culture of an organizations is a Organizational transformation
reflection of leadership begins with the personal
consciousness transformation of the leaders
Begins with Self Leadership
Measurement matters. If you can
You can make the evolution of
measure consciousness,
consciousness, conscious
you can manage it.
Measure and Map the Values
32

33. The Leader and the Values
The real role of the leader
is to manage the values
of the corporation.
Tom Peters, ―In Search of Excellence:
Lessons from America‘s best run
companies‖, 1983
33

34. Whole System Transformation (Evolution)
Interior Exterior
Personality Character
Individual Values and Actions and
Beliefs of the Behaviours
Leaders of the Leaders
Culture Society
Collective Values and Actions and
Beliefs of the Behaviours of the
Organization Organization
Based on the Four Quadrants
of Ken Wilber
34

35. Whole System Transformation (Evolution)
When the The leaders
leaders values behaviours
change Interior Exterior
change
Individual
1 2
Collective 3 4
Thevalues of the Behaviours of
organization organization
change change
35

36. Four Conditions for Whole System Change
The Four Conditions for Whole System Change
Interior Exterior
Character:
Personality:
Actions and
Values and Personal Alignment Behaviours
Beliefs
of an
Individual of an
Individual
Individual
Mission Alignment
Values Alignment
Social
Culture:
Values and
Structures:
Actions and
Beliefs
Behaviours
Collective of a Group
of a Group
Structural Alignment
36

37. Four Conditions for Whole System Change
Measuring Entropy, Alignment and Resonance
Whole System Transformation 1 Cultural Entropy
Lack of personal alignment
and structural alignment
Personal Alignment creates personal entropy and
cultural entropy
Mission Alignment
Values Alignment
2 Values Alignment
creates internal
cohesion
Employee
Engagement
Structural Alignment
3 Mission Alignment
and shared purpose
creates resonance
Entropy is the degree of dysfunction in a system (lack of cohesion, order, and
structure). The amount of energy that is unavailable for useful work.
High entropy leads to low employee engagement. Low entropy leads to high
employee engagement.
37

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

39. Cultural Evolution Begins with Personal Evolution
Culture Values Leader‘s Values
CVA Current Culture LV A Feedback 27 Assessors
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Cultural Entropy 7% Personal Entropy 9%
1. customer satisfaction 16 Level 2 continuous learning 11 Level 4
2. commitment 11 Level 5 generosity 11 Level 5
3. continuous learning 11 Level 4 commitment 10 Level 5
4. making a difference 11 Level 6 positive attitude 10 Level 5
5. global perspective 9 Level 3 vision 10 Level 7
6. mentoring 9 Level 6 ambitious 9 Level 3
7. enthusiasm 8 Level 5 making a difference 8 Level 6
8. leadership development 8 Level 6 results orientation 8 Level 3
9. integrity 7 Level 5 honesty 7 Level 5
10. open communication 7 Level 2 integrity 7 Level 5
11. optimism 7 Level 5 intuition 7 Level 6
12. shared values 7 Level 5 leadership developer 7 Level 6
39

40. Impact of Personal Entropy
Personal entropy
represents the degree of dysfunction of an individual
Entropy Impact
0 -6% Healthy: Authentic individual. Decision-making not driven by fears.
7-10% Minor Issues: Requiring leaders to examine how their behaviours
and actions are affecting people around them, their decision-making
processes or their degree of work/life balance.
11-15% Significant Issues: Requiring leaders to examine how their
behaviours may be compromising relationships with peers and
subordinates, and negatively impacting their goals.
16-20% Serious Issues: Requiring leaders to examine how their behaviours
may be compromising relationships with peers and subordinates,
and negatively impacting their goals.
21%+ Critical Issues: Requiring leaders to examine how their
behaviours might be compromising their personal integrity and their
ability to inspire and lead the people around them.
40

41. Impact of Cultural Entropy
Cultural entropy
represents the degree of dysfunction in a culture
Entropy Impact
0 -10% Healthy: This is a low and healthy level of cultural entropy.
11-20% Minor Issues: This level of cultural entropy reflects issues
requiring cultural or structural adjustment.
21-30% Significant Issues: This level of cultural entropy reflects significant
issues requiring cultural and structural transformation and
leadership coaching.
31-40% Serious Issues: This level of entropy reflects serious problems
requiring cultural and structural transformation, leadership
development and coaching.
41%+ Critical Issues: This level of cultural entropy reflects critical
problems requiring cultural and structural transformation, selective
changes in leadership, leadership development and coaching.
41

42. Average Entropy in Organisations (2007-2011)
Total CVAs: 1,011
Industries: 40
Countries: 36
42

43. Values Alignment vs. Entropy Band
5
Number of
matching 4
top ten
Current 3
and
2
Desired
Culture 1
Values
0
0-10% 11-20% 21-30% 31-40% >40% Entropy
43

44. Low High
entropy entropy
44

45. Models and Tools for Personal and Cultural Transformation
1995 1998 2006 2012
The Values-
Driven
Organisation
Organisational Implementing
Personal An update of
Growth and Cultural
Growth and Liberating the
Transformation. Transformation.
Transformation Corporate Soul and
Measuring Eight Years
Experience of Building a Values-
Consciousness Driven
by Mapping Measuring
Personal and Organisation
Values With New Research
Organisational
Consciousness and a focus on
and Exploring Conscious
Whole System Capitalism
Change
45

46. Organisational (Cultural)
Values Assessments
46

47. What is Culture?
―The way things are done around here‖
The culture of an
organisation or any group
of individuals is a
reflection of the
values, beliefs and
behaviours of leaders of
the group and the legacy
of past leaders.
47

48. What are Values?
Values - A shorthand
method of describing our
individual and collective
motivations and what is
important to us.
Values can be positive
or potentially limiting.
Positive Values:
trust, creativity, passion, honesty
, integrity, clarity
Potentially Limiting Values:
power, blame, greed, status, being
liked
48

49. Exercise: Values, Beliefs and Behaviours
This exercise takes about 15 minutes
1. Choose 3 values that are important to you and
enter them in the left hand column of the worksheet
EXAMPLE: Clarity
2. Write down your beliefs
that support this value in middle column
EXAMPLE: Clarity bring focus to decision making
3. Write down the behaviours
you exhibit that support this value
EXAMPLE: Seek many opinions, synthesize
multiple data points to understand the big picture
49

50. Origins of the Cultural Transformation Tools
Self Actualization
Growth Needs
When these needs are fulfilled they
do not go away, they engender
deeper levels of motivation and
Know and commitment.
Understand
Abraham Maslow Self-esteem Deficiency Needs
An individual gains no
Love & Belonging sense of lasting
satisfaction from being
able to meet these
Safety needs, but feels a sense
of anxiety if these needs
Physiological are not met.
50

51. Maslow‘s Needs to Barrett‘s Consciousness
Self-Actualization
Know and
Know and
Understand
Understand
Abraham Maslow
Self-esteem Richard Barrett
Love & Belonging
Safety
Physiological
Needs Consciousness
51

52. Maslow‘s Needs to Barrett‘s Consciousness
1. Expansion of self-actualization
Know and
Know and into multiple levels.
Understand
Understand
2. Substitute ‗states of
consciousness‘
Self-esteem for hierarchy of needs.
Love & Belonging
3. Each state of consciousness
is defined by specific values
Safety
and behaviours.
Physiological
Needs Consciousness
52

53. Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service to Humanity and the Planet
Devoting your life in self-less service
Service to your purpose and vision
Collaborating with Partners
Making a difference Working with others to make a positive difference
by actively implementing your purpose and vision
Finding Personal Meaning
Internal Cohesion Uncovering your sense of purpose and creating
a vision for the future you want to create
Personal Growth
Transformation Understanding your deepest motivations, experiencing
responsible freedom by letting go of your fears
Self-worth
Self-esteem Feeling a positive sense of pride in self
and ability to manage your life. Power, status
Belonging
Relationship Feeling a personal sense of belonging, feeling loved
by self and others. Being liked, blame
Financial Security & Safety
Survival Creating a safe secure environment for self
and significant others. Control, greed
53

54. Stages in the Development of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity And The Planet
Social responsibility, future generations, long-term
Service perspective, ethics, compassion, humility
Strategic Alliances and Partnerships
Environmental awareness, community
Making a difference involvement, employee
fulfillment, coaching/mentoring
Building Corporate Community
Internal Cohesion Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Continuous Renewal and Learning
Transformation Accountability, adaptability, empowerment, teamwor
k, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Belonging
Relationship Loyalty, open communication, customer
satisfaction, friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
54

55. Placement of Values by Level
Current Culture 100 Employees
Service
Top Ten Values
1. tradition (L) (59)
Making a difference
2. diversity (54)
Internal Cohesion
6 3. control (L) (53)
4. goals orientation (46)
Transformation 2 4 5
5. knowledge (43)
Self-esteem 6. creativity (42)
7 8
7. productivity (37)
Relationship 10
10 1 8. image (L) (36)
9. profit (36)
9 3
Survival 10. open communication (31)
55

56. Distribution of Values by Level
Current Culture 100 Employees
Service 7
Making a difference 6
Internal Cohesion 5
Transformation 4
Cultural
Self-esteem 3 Entropy
Relationship 2 11%
1
Survival
56

57. Engineering and Projects Company (339) What
employees
believe is
Personal Values Current Culture Values Desired Culture Values
necessary
Level 7
for the
Level 6
The values that company
are Level 5
important to to achieve
employees in
Level 4 its full
their personal
Level 3
potential
lives.
Level 2
Level 1
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0
Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R)
2. accountability 165 4(R) improvement 2. customer 147 2(O)
PV - CC 1
CC - DC 4 2. customer 111 2(O) satisfaction
PV - DC 2 3. commitment 150 5(I)
satisfaction 3. continuous 143 4(O)
4. continuous learning 92 4(I)
Health 3. safety conscious 102 1(O) improvement
Index (PL)
5. balance (home/work) 91 4(I)
4. cost reduction 88 1(O) 4. employee development 111 4(O)
6. family 91 2(R)
PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R)
CC: 7-3 7. self-discipline 91 1(I)
DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I)
8. responsibility 89 4(I)
7. teamwork 74 4(R) 7. inspirational leadership 95 6(O)
9. respect 81 2(R)
8. accountability 71 4(R) 8. employee fulfilment 94 6(O)
10. open communication 76 2(R)
9. blame (L) 71 2(R) 9. teamwork 90 4(R)
10. corporate image 64 3(O) 10. professionalism 80 3(O)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC How employees experience the company - What isR = Relationship
Blue = PV & DC (white circle) S = Societal
working well? What is undermining the sustainability
Values Plot Copyright 2011 Barrett Values Centre February 2011
57
of the company.

58. Engineering and Projects Company (339)
Personal Current Culture Desired Culture
Values Values Values
6% 5% 5%
7 7 7
C
8% 9% 13%
6 6 6
Common Good
24% 11% 19%
5 5 5
T
21% 20% 27%
Transformation 4 4 4
17% 14% 16%
3 1% 3 12%
3 0%
Self Interest S 2 1%
12%
2
8%
5%
2 1%
12%
9% 10% 6%
1 1% 1 6%
1 1%
0% 20% 40% 0% 20% 40% 0% 20% 40%
Total number of CTS = 38-21-41 CTS = 25-20-55 CTS = 37-27-36
votes for all Entropy = 3% Entropy = 23% Entropy = 2%
values at each
level C = Common Good Positive Values
T = Transformation Cultural Entropy Potentially Limiting
S = Self-Interest
% of Votes for Values
Values Distribution Limiting Values
Copyright 2011 Barrett Values Centre February 2011

59. Nedbank, South Africa:
An Example of Cultural Evolution
59

60. Nedbank and CTT
60

61. Nedbank: Current Culture Evolution
2005 2006 2007 2008
1. cost-consciousness 1. cost-consciousness 1. client-driven 1. accountability
2. profit 2. accountability 2. accountability 2. client-driven
3. accountability 3. client-driven 3. client satisfaction 3. client satisfaction
4. community involvement 4. client satisfaction 4. cost-consciousness 4. community involvement
5. client-driven 5. results orientation 5. community involvement 5. achievement
6. process-driven 6. performance driven 6. performance driven 6. cost-consciousness
7. bureaucracy (L) 7. profit 7. profit 7. teamwork
8. results orientation 8. bureaucracy (L) 8. achievement 8. performance driven
9. client satisfaction 9. teamwork 9. being the best 9. being the best
10. silo mentality (L) 10. community involvement 10. results orientation 10. delivery
3 matches 4 matches 4 matches 5 matches
Entropy 25% Entropy 19% Entropy 17% Entropy 14%
61

62. Nedbank: Current Culture Evolution
2009 2010 2011
1. accountability 1. accountability 1. accountability
2. client-driven 2. client satisfaction 2. client-driven
3. client satisfaction 3. client-driven 3. client satisfaction
4. cost-consciousness 4. teamwork 4. brand reputation
5. community involvement 5. brand reputation 5. achievement
6. achievement 6. being the best 6. teamwork
7. teamwork 7. achievement 7. environmental awareness
8. employee recognition 8. commitment 8. commitment
9. being the best 9. community involvement 9. being the best
10. performance driven 10. cost-consciousness 10. cost-consciousness
6 matches 6 matches 6 matches
Entropy 13% Entropy 13% Entropy 11%
62

63. Nedbank: Group (2011)
Personal Values Current Culture Values Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0
Matches 1. accountability 8576 4(R) 1. accountability 5464 4(R) 1. accountability 6987 4(R)
PV - CC 2 2. honesty 6133 5(I) 2. client-driven 4571 6(O) 2. balance (home/work) 4183 4(O)
CC - DC 6
PV - DC 4 3. commitment 5221 5(I) 3. client satisfaction 3486 2(O) 3. client-driven 3864 6(O)
4. respect 4420 2(R) 4. brand reputation 2740 3(O) 4. client satisfaction 3742 2(O)
Health
Index (PL)
5. family 4057 2(R) 5. achievement 2491 3(I) 5. employee recognition 3297 2(R)
6. integrity 4023 5(I) 6. teamwork 2408 4(R) 6. honesty 3053 5(I)
PV: 10-0
CC: 10-0 7. caring 3568 2(R) 7. environmental 2372 6(S) 7. commitment 2953 5(I)
DC: 10-0
8. balance (home/work) 3526 4(I) awareness 8. achievement 2809 3(I)
9. responsibility 3279 4(I)
8. commitment 2263 5(I) 9. teamwork 2744 4(R)
10. efficiency 3085 3(I)
9. being the best 2218 3(O) 10. employee satisfaction 2687 2(O)
10. cost-consciousness 2187 3(O)
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
Values Plot Copyright 2011 Barrett Values Centre April 2011
63

64. Nedbank: Cultural Evolution
Entropy Scores
Entropy reduction leads to improved performance—increased revenues, profits
and share price. Working toward entropy of <10% will result in healthy functioning
of the organisation and improvement of staff morale.
25% 25%
20% 19%
17%
15% 14% 13% 13%
11% Entropy risk bands
10%
0 -10% Healthy functioning
11-20% Some problems
5% 21-30% Significant problems
31-40% Serious situation
41%+ Critical situation
0%
2005 2006 2007 2008 2009 2010 2011
64

65. number of participants Nedbank: Response Rate to Values Survey
24000 22102
Responses
20184
20000 18206
16000 14091
12000
10155
8000 6083
4000
1827
0
2005 2006 2007 2008 2009 2010 2011
28,898 employees in 2009
65

66. Nedbank: Staff Engagement
Nedbank Staff Survey Scores
100%
79%
80% 71.5% 75.1% 71%
66.3% 67%
59.6%
60%
40%
20%
0%
2005 2006 2007 2008 2009 2010 2011
66

67. Nedbank: Financialon Financial Performance
Nedbank: Impact Impact of Cultural Evolution
Closing share price (Rand)
160
140
120 134 136 130
124
100
80 100 96
60 78
40
20
0
2004 2005 2006 2007 2008 2009 2010
67

68. Nedbank: Financialon Financial Performance
Nedbank: Impact Impact of Cultural Evolution
Revenue Rm (operating income)
25000
23630
20000 22428 22077 21570
18948
15000
15809
14027
10000
5000
0
2004 2005 2006 2007 2008 2009 2010
68

69. National and Regional Values
Assessments
69

70. National Values Assessments
Denmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
Finland UK North West) Australia Brazil
Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland
70

71. Stages in the Development of National Consciousness
Positive Focus / Excessive Focus
Global Sustainability
Human Rights, Future Generations,
Service
Ecological Resilience.
Strategic Alliances with Other Nations
Making a difference Regional Collaboration, Environmental
Awareness, Quality Of Life.
Strong Cohesive National Identity
Internal Cohesion Trust, Openness, Transparency, Shared Vision
and Values, Fairness.
Democratic Processes
Transformation Equality, Freedom of Speech, Consensus,
Adaptability, Accountability.
Institutional Effectiveness
Rule of Law, National Pride, Governmental
Self-esteem
Efficiency. Bureaucracy, Elitism, Power
Social Stability
Conflict Resolution, Racial Harmony, Rituals.
Relationship Discrimination, Intolerance
Economic Stability
Survival Prosperity. Health, Defense, Social Safety Nets.
Corruption, Greed, Violence
71

72. Cultural Entropy in Nations
0.7
63%
0.6 56%
53% 54%
51%
0.5 47% 48%
43% 44%
0.4
34%
32%
0.3 26%
21%
0.2
0.1 6%
0
Cultural entropy is a measure of the
dysfunction, anxiety and fear in a social system
72

73. Development as ...
Development as Economic Growth (GNP)
USA, Iceland, Canada
Development as Human Happiness (GNH)
Bhutan
Whatever you focus on and measure
is what you get.
73

74. Iceland
74

75. Iceland: August 2008 (635) What
citizens
believe is
Personal Values Current Culture Values Desired Culture Values
necessary
Level 7
for the
Level 6
country to
TheLevel 5 that
values achieve its
are Level 4
important to full
citizens in their potential
Level 3
personal lives.
Level 2
Level 1
PL= 11-0 | IRS (P)= 6-5-0 | IRS (L)= 0-0-0 PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0 PL= 10-0 | IROS (P)= 3-2-3-2 | IROS (L)= 0-0-0-0
Matches 1. family 420 Level 2 1. materialistic (L) 419 Level 1 1. accountability 352 Level 4
PV - CC 0 2. honesty 297 Level 5 2. short-term focus (L) 324 Level 1 2. family 307 Level 2
CC - DC 0
PV - DC 4 3. responsibility 258 Level 4 3. educational opportunities 275 Level 3 3. employment opportunities 281 Level 1
4. accountability 225 Level 4 4. uncertainty 275 Level 1 4. financial stability 249 Level 1
about the future (L)
5. financial stability 185 Level 1 5. optimism 233 Level 5
5. corruption (L) 269 Level 1
6. trust 181 Level 5 6. dependable public services 228 Level 3
6. elitism (L) 264 Level 3
7. friendship 175 Level 2 7. honesty 222 Level 5
7. material needs 224 Level 1
8. positive attitude 175 Level 5 8. social responsibility 174 Level 4
8. wasted resources (L) 207 Level 3
9. humor/fun 158 Level 5 9. human rights 163 Level 7
9. gender discrimination (L) 196 Level 2
10. adaptability 155 Level 4 10. poverty reduction 160 Level 1
10. blame (L) 177 Level 2
11. respect 155 Level 2
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = organisational
Orange = PV, CC & DC How citizens experience the country - What is working
Blue = PV & DC (white circle) R = Relationship S = Societal
well? What is undermining the sustainability
Values Plot Copyright 2008 Barrett Values Centre September 2008
of the country. 75

76. Iceland: August 2008 (635)
Personal Current Culture Desired Culture
Values Values Values
8% 6% 11%
7 7 7
C
7% 7% 9%
6 6 6
24% 4% 18%
5 5 5
T
23% 12% 27%
4 4 4
8% 9% 11%
3 0% 3 12%
3 0%
S 2 2%
17%
2
3%
13%
2 0%
11%
10% 5% 13%
1 2% 1 29%
1 0%
0% 20% 40% 0% 20% 40% 0% 20% 40%
CTS = 39-23-38 CTS = 17-12-71 CTS = 38-27-35
Entropy = 4% Entropy = 54% Entropy = 0%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Values Distribution Copyright 2008 Barrett Values Centre September 200876

77. Iceland: August 2008 (635) Potentially Limiting Values
Potentially Limiting Values (votes)
materialistic (419)
short-term focus (324)
uncertainty about the future (275)
corruption (269)
elitism (264)
wasted resources (207)
gender discrimination (196)
blame (177)
ethnic discrimination (171)
bureaucracy (158)
77

78. Iceland
1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers
Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability
78

79. USA 2009
79

80. USA: Group (1502)
Personal Values Current Culture Values Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 5-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-3-4-0 IROS (P)= 2-1-3-4 | IROS (L)= 0-0-0-0
Matches 1. family 691 2(R) 1. corruption (L) 748 1(O) 1. accountability 703 4(R)
PV - CC 0 2. caring 657 2(R) 2. blame (L) 681 2(R) 2. concern for future 516 7(S)
CC - DC 0 generations
PV - DC 1 3. honesty 576 5(I) 3. bureaucracy (L) 681 3(O) 3. employment opportunities 497 1(O)
Health 4. humor/fun 548 5(I) 4. crime/violence (L) 628 1(R) 4. caring for the elderly 467 4(S)
Index (PL)
5. compassion 469 7(R) 5. uncertainty about the future 567 1(I) 5. affordable housing 429 1(O)
PV: 11-0 (L)
CC: 0-10
6. responsibility 461 4(I) 6. wasted resources (L) 552 3(O) 6. peace 429 7(S)
DC: 10-0
7. friendship 407 2(R) 7. materialistic (L) 527 1(I) 7. caring for the disadvantaged 398 4(S)
8. respect 392 2(R) 8. unemployment (L) 466 1(O) 8. financial stability 368 1(I)
9. accountability 388 4(R) 9. conflict/aggression (L) 426 2(R) 9. quality of life 335 6(I)
10. independence 359 4(I) 10. poverty (L) 358 1(I) 10. poverty reduction 325 1(O)
11. patience 359 5(I)
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
Values Plot Copyright 2009 Barrett Values Centre January 2009
80

81. USA: Group (1502)
Personal Current Culture Desired Culture
Values Values Values
9% 7% 17%
7 7 7
C
5% 9% 13%
6 6 6
27% 5% 14%
5 5 5
T
19% 13% 22%
4 4 4
11% 8% 12%
3 1% 3 13%
3 2%
S 2 2%
18%
2
3%
12%
2
6%
1%
4% 4% 11%
1 3% 1 27%
1 2%
0% 20% 40% 0% 20% 40% 0% 20% 40%
CTS = 41-19-40 CTS = 21-13-66 CTS = 44-22-34
Entropy = 6% Entropy = 52% Entropy = 5%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Values Distribution Copyright 2009 Barrett Values Centre January 200981

82. Bhutan
82

83. Bhutan: Group (403)
Personal Values Current Culture Values Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 4-4-1 | IRS (L)= 1-0-0 IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0
Matches 1. friendship 180 2(R) 1. continuous improvement 195 4(O) 1. education 115 4(O)
PV - CC 1 2. continuous learning 160 4(I) 2. environmental 104 1(O) 2. continuous improvement 113 4(O)
CC - DC 6 protection
PV - DC 2 3. compassion 128 7(R) 3. freedom of speech 113 4(O)
3. strict moral/religious 104 3(O)
4. caution (L) 122 1(I) codes 4. economic growth 107 1(O)
Health
Index (PL)
4. political rights 102 3(O)
5. sincerity 121 5(I) 5. social justice 100 4(S)
PV: 9-1
CC: 11-0 5. education 100 4(O)
6. social justice 118 7(S) 6. contentment 93 5(I)
DC: 10-0
6. nature conservancy 91 6(S)
7. self-discipline 102 1(I) 7. environmental protection 89 1(O)
7. shared vision 90 5(O)
8. optimism 95 5(I) 8. compassion 83 7(R)
8. information availability 88 3(O)
9. helpfulness 94 2(R) 9. full employment 82 3(O)
9. shared values 88 5(O)
10. caring 92 2(R) 10. strict moral/religious 82 3(O)
codes
10. contentment 87 5(I)
11. social justice 87 4(S)
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
Values Plot Copyright 2009 Barrett Values Centre January 2009
83

84. Bhutan: Group (403)
Personal Current Culture Desired Culture
Values Values Values
14% 9% 11%
7 7 7
C
10% 10% 10%
6 6 6
25% 18% 17%
5 5 5
T
19% 32% 31%
4 4 4
10% 13% 12%
3 2% 3 1%
3 1%
S 2 1%
12%
2 1%
8%
2 1%
8%
5% 8% 8%
1 3% 1 2%
1 2%
0% 20% 40% 0% 20% 40% 0% 20% 40%
CTS = 49-19-32 CTS = 37-32-31 CTS = 38-31-31
Entropy = 6% Entropy = 4% Entropy = 4%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Values Distribution Copyright 2009 Barrett Values Centre January 200984

85. Canadian National Assessment: Group (1250)
Personal Values Current Culture Values Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-0-2-1 | IROS (L)= 1-1-4-0 IROS (P)= 0-1-5-4 | IROS (L)= 0-0-0-0
Matches 1. honesty 577 5(I) 1. bureaucracy (L) 471 3(O) 1. accountability 511 4(R)
PV - CC 0 2. family 481 2(R) 2. human rights 444 7(S) 2. caring for the elderly 461 4(S)
CC - DC 1
PV - DC 0
3. caring 436 2(R) 3. freedom of speech 375 4(O) 3. affordable housing 450 1(O)
Health 4. humor/fun 427 5(I) 4. wasted resources (L) 371 3(O) 4. effective healthcare 400 1(O)
Index
(PL) 5. respect 371 2(R) 5. unemployment (L) 304 1(O) 5. caring for the 377 4(S)
disadvantaged
PV: 10-0
CC: 4-6 6. friendship 360 2(R) 6. crime/violence (L) 299 1(R)
DC: 10-0 6. concern for future 356 7(S)
7. responsibility 353 4(I) 7. law enforcement 284 3(O) generations
8. positive attitude 324 5(I) 8. corruption (L) 274 1(O) 7. poverty reduction 342 1(O)
9. trust 322 5(R) 9. uncertainty about the 272 1(I) 8. employment opportunities 337 1(O)
future (L)
10. patience 313 5(I) 9. human rights 320 7(S)
10. quality of life 259 6(I)
10. governmental 317 3(O)
effectiveness
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
Values Plot Copyright 2009 Barrett Values Centre May 2009
85

86. Canadian National Assessment: Group (1250)
Personal Current Culture Desired Culture
Values Values Values
15
8% 12%
7 7 7 %
15
C
7% 12%
6 6 6 %
29 12
6%
5 % 5 5 %
18 23
T
19%
4 % 4 4 %
10 12
10%
3 1%
% 3 3 2%
%
10%
17
S 2 2%
% 2
4%
6%
2
5%
1%
14
6% 6%
1 2% 1 1 2%
%
16%
0% 20% 40% 0% 20% 40% 0% 20% 40%
CTS = 44-18-38 CTS = 30-19-51 CTS = 42-23-35
Entropy = 5% Entropy = 32% Entropy = 5%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Values Distribution Copyright 2009 Barrett Values Centre May 200986