a compass for navigating cultural transformations june 2012 v2

www.valuescentre.com 1 www.valuescentre.com www.valuescentre.com

A Compass for Navigating

Cultural Transformation

Richard Barrett

June 2012

2 www.valuescentre.com

Whole System Change

3 www.valuescentre.com www.valuescentre.com

Based on the Four Quadrants of Ken Wilber

Whole System Transformation (Evolution)

Interior Exterior

Individual

Collective

Personality

Values and Beliefs of the

Leaders

Character

Actions and Behaviours

of the Leaders

Culture

Values and Beliefs of the Organization

Society

Actions and Behaviours of the

Organization


Whole System Transformation (Evolution)

Interior Exterior

Individual

Collective

1

3

2

4

When the leaders values

change

The leaders behaviours

change

The values of the organization

change

Behaviours of organization

change


Interior Exterior

Individual

Collective

Personality:

Values and Beliefs of an Individual

Culture:

Values and Beliefs of a Group

Social Structures:

Actions and Behaviours of a Group

Character:

Actions and Behaviours

of an Individual

Mis

sio

n A

lign

men

t Valu

es A

lig

nm

en

t

Structural Alignment

Personal Alignment

The Four Conditions for Whole System Change


Leadership and Values

Tom Peters, “In Search of Excellence: Lessons from America’s best run companies”, 1983

The real role of the leader is to manage the values of the corporation.


1. Measure the Consciousness of the Leaders

How do you know if you are being successful

driving whole system change?

You need to:

2. Measure the Consciousness of the Organization as perceived by employees

3. Measure the Consciousness of the Organization as perceived by customers

and society


Measuring Consciousness by Mapping Values

Values

Stakeholder

Integration

Higher

Purpose

Conscious

Leadership

Conscious

Culture

Cultural Transformation Tools

We can measure this

with a Cultural

Values Assessment

(CVA)

We can measure this

with a Leadership

Values Assessment

(LVA)


Measuring the Cultures of Organisations and Mapping the Values of Leaders

1998 2006 2011

Values-Driven

Cultures

Values-Driven

Leadership

Cultural Transformation Tools (CTT)


A New Leadership Paradigm

• A shift from “I” to “we”

• A shift from “what’s in it for me” to “what’s best

for the common good”

• A shift from being the “best in the world” to the

“best for the world”


Barrett Values Centre World-wide Activities


The Three Mantras of Organisational Performance


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 consciousness,

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 Self Leadership

Measure and Map the Values


Measuring Organizational Consciousness


Barrett Seven Levels of Consciousness Model Cultural Transformation Tools


Origins of the Cultural Transformation Tools

Growth Needs When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.

Deficiency Needs An individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met. Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Abraham Maslow

Self Actualization


Maslow’s Needs to Barrett’s Consciousness

Know and

Understand

Physiological

Safety

Love & Belonging

Self-esteem Abraham Maslow

Know and Understand

N e e d s C o n s c i o u s n e s s

Self-Actualization

Richard Barrett


Maslow’s Needs to Barrett’s Consciousness

Know and

Understand

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

N e e d s C o n s c i o u s n e s s

1. Expansion of self-actualization into multiple levels. 2. Substitute ‘states of consciousness’ for hierarchy of needs. 3. Each state of consciousness is defined by specific values and behaviours.


Stages in the Development of Personal Consciousness

Positive Focus / Excessive Focus

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival Financial Security & Safety Creating a safe secure environment for self and significant others. Control, greed

Belonging Feeling a personal sense of belonging, feeling loved by self and others. Being liked, blame

Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status

Personal Growth Understanding your deepest motivations, experiencing responsible freedom by letting go of your fears

Finding Personal Meaning Uncovering your sense of purpose and creating a vision for the future you want to create

Collaborating with Partners Working with others to make a positive difference by actively implementing your purpose and vision

Service to Humanity and the Planet Devoting your life in self-less service to your purpose and vision



Financial Stability Shareholder value, organisational growth, employee health, safety. Control, corruption, greed

Belonging Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame

High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Corporate Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfillment, coaching/mentoring

Service To Humanity And The Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility

Stages in the Development of Organisational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival


The Values Survey

Three Questions:

PERSONAL VALUES

Which of the following values and behaviours most reflect who you

are? Pick ten.

CURRENT CULTURE

Which of the following values/behaviours most reflect how your

organisation currently operates? Pick ten.

DESIRED CULTURE

Which of the following values/behaviours most reflect how you

would like your organisation to operate? Pick ten.


Placement of Values by Level

Current Culture 100 Employees

Top Ten Values

1. tradition (L) (59)

2. diversity (54)

3. control (L) (53)

4. goals orientation (46)

5. knowledge (43)

6. creativity (42)

7. productivity (37)

8. image (L) (36)

9. profit (36)

10. open communication (31)

10

4 2 5

7

9

6

8

3

1 10

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival


Cultural Entropy

Distribution of Values by Level

Current Culture 100 Employees

11%

1

2

3

4

5

6

7 Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival


Engineering and Projects Company (339)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

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

PV - CC 1 CC - DC 4 PV - DC 2

Health Index (PL)

PV: 10-0 CC: 7-3

DC: 10-0

1. honesty 169 5(I)

2. accountability 165 4(R)

3. commitment 150 5(I)

4. continuous learning 92 4(I)

5. balance (home/work) 91 4(I)

6. family 91 2(R)

7. self-discipline 91 1(I)

8. responsibility 89 4(I)

9. respect 81 2(R)

10. open communication 76 2(R)

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

1. continuous improvement

111 4(O)

2. customer satisfaction

111 2(O)

3. safety conscious 102 1(O)

4. cost reduction 88 1(O)

5. job insecurity (L) 77 1(O)

6. inconsistent (L) 75 3(I)

7. teamwork 74 4(R)


9. blame (L) 71 2(R)

10. corporate image 64 3(O)



147 2(O)


143 4(O)

4. employee development 111 4(O)

5. employee recognition 96 2(R)


7. inspirational leadership 95 6(O)

8. employee fulfilment 94 6(O)

9. teamwork 90 4(R)

10. professionalism 80 3(O)

Values Plot Copyright 2011 Barrett Values Centre February 2011

The values that are important to

employees in their personal

lives.

How employees experience the company - What is working well? What is undermining the sustainability

of the company.

What employees believe is necessary

for the company to achieve

its full potential



Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0 CC: 7-3

DC: 10-0

1. honesty 169 5(I)





6. family 91 2(R)



9. respect 81 2(R)

10. open communication 76 2(R)




111 4(O)


111 2(O)

3. safety conscious 102 1(O)

4. cost reduction 88 1(O)

5. job insecurity (L) 77 1(O)

6. inconsistent (L) 75 3(I)

7. teamwork 74 4(R)


9. blame (L) 71 2(R)

10. corporate image 64 3(O)



147 2(O)


143 4(O)

4. employee development 111 4(O)



7. inspirational leadership 95 6(O)

8. employee fulfilment 94 6(O)

9. teamwork 90 4(R)

10. professionalism 80 3(O)

Values Plot Copyright 2011 Barrett Values Centre February 2011


1%

1%

1%

9%

12%

17%

24%

8%

6%

21%

0% 20% 40%

1

2

3

4

5

6

7

6%

5%

12%

10%

8%

14%

11%

9%

5%

20%

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7

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1%

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6%

12%

16%

19%

13%

5%

27%

0% 20% 40%

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4

5

6

7


C

T

S

Values Distribution Copyright 2011 Barrett Values Centre February 2011

C = Common Good T = Transformation

S = Self-Interest

Positive Values

Potentially Limiting

Values

CTS = 38-21-41 Entropy = 3%

CTS = 25-20-55 Entropy = 23%

CTS = 37-27-36 Entropy = 2%

Personal Values

Current Culture Values

Desired Culture Values

Total number of votes for all

values at each level

Cultural Entropy % of Votes for Limiting Values

Common Good

Transformation

Self Interest

Barrett Values Centre: Group (18)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 12-0 CC: 10-0 DC: 11-0

1. making a difference 9 6(S)



4. humor/ fun 8 5(I)

5. integrity 8 5(I)


7. well-being (physical/ emotional/ mental/ spiritual)

7 6(I)


9. family 6 2(R)

10. efficiency 5 3(I)

11. excellence 5 3(I)

12. honesty 5 5(I)




2. humor/ fun 13 5(O)


4. balance (home/work) 11 4(O)

5. customer satisfaction 11 2(O)


10 4(O)

7. employee fulfillment 10 6(O)

8. financial stability 8 1(O)

9. information sharing 6 4(O)

10. shared vision 6 5(O)


2. customer collaboration 10 6(O)

3. teamwork 10 4(R)

4. employee fulfillment 9 6(O)


8 4(O)


7. humor/ fun 7 5(O)

8. innovation 7 4(I)



11. trust 7 5(R)

Values Plot Copyright 2011 Barrett Values Centre December 2011

0%

0%

0%

3%

10%

11%

29%

14%

10%

23%

0% 20% 40%

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2

3

4

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7

1%

0%

2%

5%

8%

8%

27%

18%

5%

26%

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5%

8%

25%

24%

4%

28%

0% 20% 40%

1

2

3

4

5

6

7


C

T

S

Values Distribution Copyright 2011 Barrett Values Centre December 2011


S = Self-Interest

Positive Values


Values

CTS = 53-23-24 Entropy = 0%

CTS = 50-26-24

Entropy = 3% CTS = 53-28-19 Entropy = 1%

Personal Values




Current Culture Values Desired Culture Values

Finance Finance

Fitness Client

Relations

Evolution Culture

Societal

Contribution

Societal

Contribution

Current Culture Desired Culture

Finance financial stability

Fitness accountability

Client Relations

customer

satisfaction

customer

collaboration

Evolution continuous

improvement

continuous

improvement

innovation

Culture

humor/ fun

balance

(home/work)

employee

fulfillment

shared vision

teamwork

employee

fulfillment

humor/ fun

shared vision

trust

Societal Contribution

making a

difference

making a

difference

Business Needs Copyright 2011 Barrett Values Centre December 2011


Values Jumps Table Copyright 2011 Barrett Values Centre December 2011

Value Current Culture Votes

Desired Culture Votes

Jump

teamwork 4 10 6

customer collaboration 5 10 5

accountability 2 7 5

innovation 2 7 5

strategic alliances 0 5 5

adaptability 1 5 4

trust 4 7 3

coaching/ mentoring 1 4 3

leadership development 0 3 3

professional growth 1 3 2

employee recognition 0 2 2

passion 0 2 2

Values Jumps

A value jump occurs when there are more votes for a value in the Desired Culture

than in the Current Culture. Listed below are the values with the largest increase in

votes. The values in bold are represented in the Desired Culture.


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.


Average Entropy in Organisations (2007-2011)

Total CVAs: 1,011

Industries: 40

Countries: 36


Values Alignment vs. Entropy Band

0

1

2

3

4

5

0-10% 11-20% 21-30% 31-40% >40%

Entropy

Number of

matching

top ten

Current

and

Desired

Culture

Values


Low

entropy

High

entropy


Nedbank, South Africa: An Example of Cultural Evolution


Nedbank and CTT

39 www.valuescentre.com www.valuescentre.com Entropy 14% Entropy 25% Entropy 19% Entropy 17%

Nedbank: Current Culture Evolution

1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L)

2005

1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement

2006

1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation

2007 2008

1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery

4 matches 4 matches 3 matches 5 matches

40 www.valuescentre.com www.valuescentre.com Entropy 13% Entropy 13% Entropy 11%

Nedbank: Current Culture Evolution

2009 2010 2011

6 matches 6 matches 6 matches

1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven

1. accountability 2. client satisfaction 3. client-driven 4. teamwork 5. brand reputation 6. being the best 7. achievement 8. commitment 9. community involvement 10. cost-consciousness

1. accountability 2. client-driven 3. client satisfaction 4. brand reputation 5. achievement 6. teamwork 7. environmental awareness 8. commitment 9. being the best 10. cost-consciousness


Nedbank: Group (2011)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0 CC: 10-0 DC: 10-0


2. honesty 6133 5(I)


4. respect 4420 2(R)

5. family 4057 2(R)

6. integrity 4023 5(I)

7. caring 3568 2(R)



10. efficiency 3085 3(I)


2. client-driven 4571 6(O)

3. client satisfaction 3486 2(O)

4. brand reputation 2740 3(O)

5. achievement 2491 3(I)

6. teamwork 2408 4(R)

7. environmental awareness

2372 6(S)


9. being the best 2218 3(O)

10. cost-consciousness 2187 3(O)


2. balance (home/work) 4183 4(O)

3. client-driven 3864 6(O)

4. client satisfaction 3742 2(O)


6. honesty 3053 5(I)


8. achievement 2809 3(I)

9. teamwork 2744 4(R)

10. employee satisfaction 2687 2(O)

Values Plot Copyright 2011 Barrett Values Centre April 2011




1%

0%

1%

5%

16%

16%

26%

4%

7%

24%

0% 20% 40%

1

2

3

4

5

6

7

3%

3%

5%

5%

11%

20%

13%

14%

6%

20%

0% 20% 40%

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7

1%

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5%

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6

7

Nedbank: Group (2011)

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre April 2011


S = Self-Interest

Positive Values


Values

CTS = 37-24-39 Entropy = 2%

CTS = 33-20-47


Personal Values




25%

19%17%

14% 13% 13%11%

0%

5%

10%

15%

20%

25%

2005 2006 2007 2008 2009 2010 2011

Nedbank: Cultural Evolution

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.

Entropy Scores

Entropy risk bands

0 -10% Healthy functioning

11-20% Some problems

21-30% Significant problems

31-40% Serious situation

41%+ Critical situation


Nedbank: Response Rate to Values Survey

1827

6083

10155

14091

1820620184

22102

0

4000

8000

12000

16000

20000

24000

2005 2006 2007 2008 2009 2010 2011

28,898 employees in 2009

Responses

nu

mb

er o

f p

arti

cip

an

ts


Nedbank: Staff Engagement

Nedbank Staff Survey Scores

59.6% 66.3%71.5% 75.1% 79%

67%71%

0%

20%

40%

60%

80%

100%

2005 2006 2007 2008 2009 2010 2011


78

100

134 136

96

124 130

0

20

40

60

80

100

120

140

160

2004 2005 2006 2007 2008 2009 2010

Closing share price (Rand)

Nedbank: Impact on Financial Performance


1402715809

18948

22428 22077 2157023630

0

5000

10000

15000

20000

25000

2004 2005 2006 2007 2008 2009 2010

Revenue Rm (operating income)

Nedbank: Impact on Financial Performance


Leadership Values Assessments


The Leadership Values Assessment is a feedback instrument that compares a leader’s perception of the values he or she believes best describe his or her management/operational style with their colleagues’ perception of their management/operational style. The instrument also compares leader’s perception of their own strengths, and the behaviours that they believe they need to improve or stop, with the assessors’ perceptions and measures personal entropy.

Leadership Values Assessment


Cultural Evolution Begins with Personal Evolution

The culture of an organisation is a reflection of the leadership consciousness.

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

LV A Feedback 14 Assessors

PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0

CVA Current Culture

PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0

Cultural Entropy 38% Personal Entropy 64%

Culture Values Leader’s Values


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

CVA Current Culture

PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0

LV A Feedback 27 Assessors

PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

Cultural Evolution Begins with Personal Evolution

Cultural Entropy 7% Personal Entropy 9%

Culture Values Leader’s Values

The culture of an organisation is a reflection of the leadership consciousness.


Personal Alignment of the Leaders

1

3

2

4

Wilber’s Four Quadrants

Organisational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do.

When leaders change their beliefs and values (1), their behaviours change (2). This influences the culture of the group (3), which in turn changes the behaviours of the group (4).


Analysis of 100 Leaders from Australia, Belgium, Brazil, Canada, Czech Republic, France, Germany, India, The

Netherlands, Norway, Peru, Poland, South Africa, Sweden, Trinidad & Tobago, Turkey, UK, USA, and Venezuela.


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.

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Jeff's Values

Assessors' Top 11 Values

Matches 5

Jeff Vader

balance (home/work) Level 4

balance (physical/emotional/mental/spiritual)

Level 6

empathy Level 6

fairness Level 5

internal community builder

Level 5

nurturing Level 6

personal relationships Level 2

positive attitude Level 5

trustworthy Level 5

wisdom Level 7

Orange = Values match P = Positive I = Individual L = Potentially Limiting R = Relationship (white circle) O = organisational

Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008


Level 6

compassion Level 7

empathy Level 6

employee development Level 4

forgiveness Level 7

humor/fun Level 5

listener Level 2

mentoring Level 6

nurturing Level 6



PL = 10-0 | IRO (P) = 4-5-1 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 3-7-1 | IRO (L) = 0-0-0

How Jeff sees

himself

How Others see Jeff

Matching Values

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Jeff Vader

C

T

S


S = Self-Interest

Positive Values


Values

CTS = 80-10-10 Entropy = 0%

CTS = 72-9-19 Entropy = 0%

Jeff's Values

Assessors' Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

Level of Personal Entropy

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Jim's Values


Matches 3

Jim Vader


Level 6

goals orientation Level 4

listener Level 2

mission focus Level 4

organisational growth Level 1

perseverance Level 4

respect Level 2

results orientation Level 3

team player Level 4

trustworthy Level 5




Level 6

compassion Level 7

employee fulfillment Level 6

humor/fun Level 5

listener Level 2

mentoring Level 6



strategic alliances Level 6

team player Level 4

vision Level 7


How Jim sees

himself

How Others see Jim

Matching Values

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Jim Vader

C

T

S


S = Self-Interest

Positive Values


Values

CTS = 20-40-40 Entropy = 0%

CTS = 72-9-19 Entropy = 0%

Jim's Values

Assessors' Values



Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Darth's Values


Matches 2

Darth Vader

ambitious Level 3

courage Level 4

creativity Level 5

excellence Level 3

integrity Level 5

long-term perspective Level 7

passion Level 5


strategic alliances Level 6

vision Level 7



achievement Level 3

authoritarian (L) Level 1

being the best Level 3

competitive (L) Level 2

demanding (L) Level 2

determination Level 4

excellence Level 3

knowledge Level 4

power (L) Level 3


risk-taking Level 4


How Darth sees

himself

How Others

see Darth

Matching Values

0%

0%

0%

0%

0%

30%

30%

10%

20%

10%

0% 20% 40% 60%

1

2

3

4

5

6

7

9%

18%

9%

0%

0%

36%

0%

0%

0%

27%

0% 20% 40% 60%

1

2

3

4

5

6

7

Darth Vader

C

T

S


S = Self-Interest

Positive Values


Values

CTS = 60-10-30 Entropy = 0%

CTS = 0-27-73 Entropy = 36%

Darth's Values

Assessors' Values




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.


National and Regional Values Assessments


Stages in the Development of National Consciousness


Economic Stability Prosperity. Health, Defense, Social Safety Nets. Corruption, Greed, Violence

Social Stability Conflict Resolution, Racial Harmony, Rituals. Discrimination, Intolerance

Institutional Effectiveness Rule of Law, National Pride, Governmental Efficiency. Bureaucracy, Elitism, Power

Democratic Processes Equality, Freedom of Speech, Consensus, Adaptability, Accountability.

Strong Cohesive National Identity Trust, Openness, Transparency, Shared Vision and Values, Fairness.

Strategic Alliances with Other Nations Regional Collaboration, Environmental Awareness, Quality Of Life.

Global Sustainability Human Rights, Future Generations, Ecological Resilience.

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival


National/Regional Values Assessments

Australia

Belgium

Bhutan

Brazil

Canada

Denmark

Finland

Iceland

Macedonia (r)

France

Latvia

South Africa

Spain (r)

Sweden

Switzerland

United Kingdom (r)

USA

Argentina

Venezuela

Not statistically valid

(r) = Region

Requests from United Arab Emirates

Trinidad

Singapore

New Zealand

Israel

Hungary

Romania

Slovakia

Norway

Puerto Rico

Costa Rica

Columbia

As at Feb 2012


Love, Fear and the Destiny of Nations

Volume 1:

The Impact of the Evolution of

Consciousness on World Affairs

Volume 2:

Building Successful Nations

and Communities

May 2012 2013


Cultural Entropy in Nations

Cultural entropy is a measure of the dysfunction,

anxiety and fear in a social system.

0

10

20

30

40

50

60

%

70

6%

21%

26%

32% 34%

43% 44% 47% 48%

51% 53% 54%

56%

63%


Iceland


Iceland: August 2008 (635)

Level 7

Level 6

Level 5

Level 4

Level 3

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

2. honesty 297 Level 5

3. responsibility 258 Level 4

4. accountability 225 Level 4

5. financial stability 185 Level 1

6. trust 181 Level 5

7. friendship 175 Level 2

8. positive attitude 175 Level 5

9. humor/fun 158 Level 5

10. adaptability 155 Level 4

11. respect 155 Level 2

Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = organisational


1. materialistic (L) 419 Level 1

2. short-term focus (L) 324 Level 1

3. educational opportunities 275 Level 3

4. uncertainty about the future (L)

275 Level 1

5. corruption (L) 269 Level 1

6. elitism (L) 264 Level 3

7. material needs 224 Level 1

8. wasted resources (L) 207 Level 3

9. gender discrimination (L) 196 Level 2

10. blame (L) 177 Level 2

1. accountability 352 Level 4

2. family 307 Level 2

3. employment opportunities 281 Level 1

4. financial stability 249 Level 1

5. optimism 233 Level 5

6. dependable public services 228 Level 3

7. honesty 222 Level 5

8. social responsibility 174 Level 4

9. human rights 163 Level 7

10. poverty reduction 160 Level 1

Values Plot Copyright 2008 Barrett Values Centre September 2008

The values that are important to citizens in their personal lives.

How citizens experience the country - What is working well? What is undermining the sustainability

of the country.

What citizens

believe is necessary

for the country to achieve its

full potential


2%

2%

0%

10%

17%

8%

24%

7%

8%

23%

0% 20% 40%

1

2

3

4

5

6

7

29%

13%

12%

5%

3%

9%

4%

7%

6%

12%

0% 20% 40%

1

2

3

4

5

6

7

0%

0%

0%

13%

11%

11%

18%

9%

11%

27%

0% 20% 40%

1

2

3

4

5

6

7

Iceland: August 2008 (635)

C

T

S

Values Distribution Copyright 2008 Barrett Values Centre September 2008


S = Self-Interest

Positive Values


Values

CTS = 39-23-38 Entropy = 4%

CTS = 17-12-71


Personal Values




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)


Iceland

1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers

Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability


USA 2009


USA: Group (1502)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 11-0 CC: 0-10 DC: 10-0

1. family 691 2(R)

2. caring 657 2(R)

3. honesty 576 5(I)

4. humor/fun 548 5(I)

5. compassion 469 7(R)


7. friendship 407 2(R)

8. respect 392 2(R)


10. independence 359 4(I)

11. patience 359 5(I)



1. corruption (L) 748 1(O)

2. blame (L) 681 2(R)

3. bureaucracy (L) 681 3(O)

4. crime/violence (L) 628 1(R)

5. uncertainty about the future

(L)

567 1(I)

6. wasted resources (L) 552 3(O)

7. materialistic (L) 527 1(I)

8. unemployment (L) 466 1(O)

9. conflict/aggression (L) 426 2(R)

10. poverty (L) 358 1(I)


2. concern for future generations

516 7(S)

3. employment opportunities 497 1(O)

4. caring for the elderly 467 4(S)

5. affordable housing 429 1(O)

6. peace 429 7(S)

7. caring for the disadvantaged 398 4(S)

8. financial stability 368 1(I)

9. quality of life 335 6(I)

10. poverty reduction 325 1(O)

Values Plot Copyright 2009 Barrett Values Centre January 2009


3%

2%

1%

4%

18%

11%

27%

5%

9%

19%

0% 20% 40%

1

2

3

4

5

6

7

27%

12%

13%

4%

3%

8%

5%

9%

7%

13%

0% 20% 40%

1

2

3

4

5

6

7

2%

1%

2%

11%

6%

12%

14%

13%

17%

22%

0% 20% 40%

1

2

3

4

5

6

7

USA: Group (1502)

C

T

S

Values Distribution Copyright 2009 Barrett Values Centre January 2009


S = Self-Interest

Positive Values


Values

CTS = 41-19-40 Entropy = 6%

CTS = 21-13-66


Personal Values




Bhutan


Bhutan: Group (403)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 9-1 CC: 11-0 DC: 10-0

1. friendship 180 2(R)



4. caution (L) 122 1(I)

5. sincerity 121 5(I)

6. social justice 118 7(S)


8. optimism 95 5(I)

9. helpfulness 94 2(R)

10. caring 92 2(R)



1. continuous improvement 195 4(O)

2. environmental protection

104 1(O)

3. strict moral/religious codes

104 3(O)

4. political rights 102 3(O)

5. education 100 4(O)

6. nature conservancy 91 6(S)


8. information availability 88 3(O)

9. shared values 88 5(O)

10. contentment 87 5(I)


1. education 115 4(O)

2. continuous improvement 113 4(O)

3. freedom of speech 113 4(O)

4. economic growth 107 1(O)


6. contentment 93 5(I)

7. environmental protection 89 1(O)


9. full employment 82 3(O)

10. strict moral/religious codes

82 3(O)

Values Plot Copyright 2009 Barrett Values Centre January 2009


3%

1%

2%

5%

12%

10%

25%

10%

14%

19%

0% 20% 40%

1

2

3

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7

2%

1%

1%

8%

8%

13%

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9%

32%

0% 20% 40%

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7

2%

1%

1%

8%

8%

12%

17%

10%

11%

31%

0% 20% 40%

1

2

3

4

5

6

7

Bhutan: Group (403)

C

T

S

Values Distribution Copyright 2009 Barrett Values Centre January 2009


S = Self-Interest

Positive Values


Values

CTS = 49-19-32 Entropy = 6%

CTS = 37-32-31 Entropy = 4%

CTS = 38-31-31 Entropy = 4%

Personal Values




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