Singapore nva 2015 public slideshare_with_terms

Copyright © aAdvantage Consulting 2015. All Intellectual Property Reserved. 1

How we view Singapore society and the workplace as they are today, and what we desire them to be23 July 2015


Terms of Use

• All title, ownership rights and intellectual property rights in and relating to this document or any copies

thereof including but not limited to copyright, logos, names, trademarks, service marks, design, text,

images, concepts and themes are owned by aAdvantage Consulting Group Pte Ltd (“aAdvantage

Consulting”) and/or Barrett Values Centre (“BVC”). Any reproduction, transmission, publication,

performance, broadcast, alteration, hyperlink, creation of derivative works or other use in whole or in part

in any manner without the prior written consent of aAdvantage Consulting is strictly prohibited. The

content contained within this document may be referenced to only if credit is attributed to aAdvantage

Consulting, provided that the information cited is accurately represented and does not in any way

contradict the information provided in this document.

• You shall not use aAdvantage’s name, trademarks, service marks, logos, trade names and/or branding

without such aAdvantage’s prior written consent.

• This document contains general information only. aAdvantage Consulting are not, by means of this

document, rendering any professional advice or services. This document is not a substitute for such

professional advice or services, nor should it be used as a basis for any decision or action that may affect

your business. Before making any decision or taking any action that may affect your business, you should

consult a professional advisor. Whilst every care has been taken in compiling this document, aAdvantage

Consulting makes no representations or warranty (expressed or implied) about the accuracy, suitability,

reliability or completeness of the information for any purpose. aAdvantage Consulting or its employees

accept no liability to any party for any loss, damage or costs howsoever arising, whether directly or

indirectly from any action or decision taken (or not taken) as a result of any person relying on or otherwise

using this document or arising from any omission from it.


Barrett Values Centre

Powerful metrics that enable leaders to measure and manage cultures.

A global resource for the evolution of human consciousness

Key StatsFounder: Richard BarrettSince: 1997Scale: Over 6000 organisation use CTT

assessments in 94 countiesValues Assessments for: Individuals,

Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and Nations

Global Network: 5000 Certified Consultants

aAdvantage Consulting: From Vision to Results

Partnering

clients in achieving

impactful implementation and

seamless transformation for

sustainable growth.


Our Integrated Solutions

Single point-of-contact solution partner

• Strategic

• Implementation-focused

• Results-driven

• Sustainable


IntroductionMaslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteemAbraham 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

IntroductionThe Barrett Seven Levels of Consciousness

Selfless service Global sustainability

Making a positive difference in the world

Strategic alliances and regional partnerships

Finding meaning in existence Strong cohesive culture

Letting go of fears. Democratic processes and continuous renewal

Feeling a sense of self-worthFear: I am not enough.

Institutional effectivenessBureaucracy, central control, elitism, complacency, and apathy.

Feeling protected and lovedFear: I am not loved enough.

Sense of belonging & social stabilityInequality, discrimination, intolerance, hatred, and loneliness/isolation.

Satisfying physiological and survival needsFear: I do not have enough.

Economic stability and citizen securityCorruption, violence, poverty, environmental pollution, and greed.

Self

inte

rest

Co

mm

on

Go

od

Personal National


Introduction

• 2,000 Singapore residents (Singapore Citizens & Permanent Residents) were interviewed.

• Survey period: March to June 2015.

• Stratified quota sampling across Gender, Age, Housing Types across constituencies.

• Data collection mainly through Face-to-Face Interviews and limited Online Surveys (particularly for private households).

Methodology


IntroductionRespondent Profile (n=2000)

Age

65 and above, 192, (9.6%)

47-64 years, 695, (34.7%)

31-46 years, 597, (29.9%)

15-30 years, 516, (25.8%)

Housing Type

Landed Property (incl. shop house)

154, (7.7%)

Private Apartment / Condominium, 196,

(9.8%)HDB 1-3 rooms,

396, (19.8%)

HDB 4-5 rooms & Executive,

1,254, (62.7%)

Gender

Female,1019,(51.0%)

Male,981, (49.0%)

Employment StatusEmployed: 63.4%Unemployed: 36.6%

Survey ModeFace-to-Face: 83.0%Online: 17.0%

Residency StatusSingaporeans: 93.3%PRs: 6.7%

Educational QualificationsPrimary School & Below: 13.1%“O” Level, “N” Level, NITEC: 25.9%“A” Level, Diploma: 19.9%Degree & above: 41.1%


IntroductionSurvey Questions

Respondents were asked the following five questions. For each question, respondents were required to pick exactly 10 values and behaviours from a list that:

Soci

eta

lO

rgan

isat

ion

al

1. Best reflect who you are.

2. Best reflect the Singapore society (Singaporeans and PRs) today.

3. Best reflect what you desire of the Singapore society (Singaporeans and PRs).

4. Best reflect your workplace today.

5. Best reflect what you desire in your workplace.

Pe

rso

nal


CTT National Assessments

Denmark 2008

Latvia2007

Sweden2009, 2010, 2011, 2012, 2013

Iceland2008, 2010

Belgium2010

UK2012

Finland2010, 2011

Switzerland2011

France2012, 2013

USA2009, 2010, 2011

Australia2009

Canada2009

South Africa2011

Bhutan2007

Brazil2010

Nigeria2012

Argentina2001**

Singapore2012, 2015

United Arab Emirates 2012

South America

North America

Africa

Asia

Oceania

Europe

Venezuela2010 **

Trinidad & Tobago2012

** Not statistically valid

Italy2012

Copyright © aAdvantage Consulting 2015. All Intellectual Property Reserved. 12www.aadvantage-consulting.com

How Singapore Residents View the

Current and Desired Singapore

Society

Personal Values of Singapore Residents

Values/Behaviours L

family 2

responsibility 4

friendship 2

happiness 5

health 1

caring 2

honesty 5

compassion 7

positive attitude 5

respect 2

Values/Behaviours L

family 2

friendship 2

health 1

happiness 5

caring 2

honesty 5

responsibility 4

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

6

respect 2

balance (home/work) 4

Level Personal Values 2012 Personal Values 2015

7

6

5

4

3

2

1

Level

7

6

5

4

3

2

1

Blue = Appeared in both 2012 and 2015 P = Positive

L = Potentially Limiting

Legend

Key observations• Compassion and

positive attitude now in top values

• This suggests a positive shift from self to others and a more positive outlook on life and society.

Current Culture Singapore Society

Values/Behaviours L

kiasu1 (L) 1

competitive (L) 3

materialistic (L) 1self-centred (L) 3

kiasi2 (L) 1

blame (L) 2

security 1

education opportunities 3

effective healthcare 1

peace 7

Entropy = 37%

Values/Behaviours L

kiasu1 (L) 1

competitive (L) 3

self-centred (L) 3material needs 1

kiasi2 (L) 1

deteriorating values (L) 3

elitism (L) 3

blame (L) 2

uncertainty about the future (L) 1

security 1

Entropy = 41%

Level Current Values 2012 Current Values 2015

7

6

5

4

3

2

1

Level

7

6

5

4

3

2

1



Legend

Key observations• Deteriorating values

and uncertainty about the future have been replaced by education opportunities, effective healthcare and peace.

• This is a positive change but there are still some challenging limiting behaviours that people observe in daily life.


Current Culture Singapore Society

Values/Behaviours L

kiasu1 (L) 1

competitive (L) 3

materialistic (L) 1self-centred (L) 3

kiasi2 (L) 1

blame (L) 2

security 1

education opportunities 3


peace 7

Entropy = 37%

Values/Behaviours L

kiasu1 (L) 1

competitive (L) 3

self-centred (L) 3material needs 1

kiasi2 (L) 1

deteriorating values (L) 3

elitism (L) 3

blame (L) 2

uncertainty about the future (L) 1

security 1

Entropy = 41%


7

6

5

4

3

2

1

blame (L)bureaucracy (L)wasted resources (L)corruption (L)materialistic (L)uncertainty about the future (L)conflict/ aggression (L)crime/ violence (L)unemployment (L)short-term focus (L)

USA 2011

Entropy = 56%

Level

7

6

5

4

3

2

1



Legend

Cultural Entropy for SingaporeThis table depicts the survey participants’ total votes for Current Culture potentially limiting values by level.

Potentially limiting values reflect the degree of disorder within a system and are found only at levels 1, 2 and 3.

Level Potentially Limiting Values (Votes) Cultural Entropy %

3

competitive (696)self-centred (553)

deteriorating values (389)elitism (357)

complacent (323)wasted resources (233)

bureaucracy (225)

14% of total votes

2

blame (498)discrimination (246)

not transparent (188)inequality (178)

distrust (168)tradition (111)

7% of total votes

1

kiasu (1134)materialistic (616)

kiasi (538)uncertainty about the future (262)

control (229)short-term focus (204)

unemployment (124)crime/ violence (79)

corruption (53)terrorism (16)

16% of total votes

Total 7420 out of 20000 37% of total votes

Current National Entropy:

37%

Key observations• List of all the

potentially limiting values selected by participants (total votes in brackets)

• Values that show in the top 10 are marked in bold

Desired Culture Singapore Society

Values/Behaviours L

affordable housing 1

caring for the elderly 4


compassion 7

quality of life 6

caring for the disadvantaged 4

peace 7

employment opportunities 1

caring for environment 6concern for future generations 7

Values/Behaviours L





compassion 7

concern for future generations 7

quality of life 6

equal opportunities 4social responsibility 4employment opportunities 1

Level Desired Values 2012 Desired Values 2015

7

6

5

4

3

2

1

Level

7

6

5

4

3

2

1



Legend

Key observations• Singaporeans chose

Peace and Caring for the Environment as new values for the desired culture.

• These are necessary conditions for sustained well-being for all humanity.


Singapore NVA 2015: Values JumpA 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.

Current Culture Votes Desired Culture Votes Jump

affordable housing 226 859 633

compassion 177 633 456

caring for the elderly 385 775 390

caring for the disadvantaged 178 519 341

integrity 63 377 314

care for environment 186 477 291

effective healthcare 433 716 283

respect 99 380 281

responsibility 102 353 251

equal opportunities 179 429 250


Comparisons across Countries

(National)

Percentage of “Potentially Limiting Values and Behaviours” by Countries

7573 72

66

62 61 60 5957 56

5451

49

43 42 41

3739

32

26

21

12

4

0

10

20

30

40

50

60

70

80


Sweden National Assessments (Current Culture)

Values L

unemployment (L) 1

bureaucracy (L) 3

uncertainty about the future (L)

1

freedom of speech 4

wasted resources (L) 3

materialistic (L) 1

blame (L) 2

peace 7

short-term focus (L) 1

educational opportunities 3

Level 2012 (n=1000) 2013(n=1001) 2014 (n=1001)

7

6

5

4

3

2

1

Matches6

Cultural Entropy:

2012: 43%

2013: 47%

2014: 43%

Values L

unemployment (L) 1

bureaucracy (L) 3

freedom of speech 4


1

materialistic (L) 1


blame (L) 2

peace 7

crime/ violence (L) 1


Values L

unemployment (L) 1

bureaucracy (L) 3

freedom of speech 4


1

materialistic (L) 1

peace 7


blame (L) 2

short-term focus (L) 1


Blue = Appeared across studies P = Positive


Legend


National Measurement – Start with Local Transformation

True citizen engagement

Leadership Development

School Transformation

UK National Assessment 2012 (n=4000)

Values L

bureaucracy (L) 3

crime/ violence (L) 1


1

corruption (L) 1

blame (L) 2


media influence (L) 3

conflict/ aggression (L) 2

drugs/ alcohol (L) 1

apathy (L) 3

Values L


accountability 4



employment opportunities 1

dependable public services 3

concern for future generations 7


honesty 5

governmental effectiveness 3

Values L

caring 2

family 2

honesty 5

humour/ fun 5

friendship 2

fairness 5

compassion 7

independence 4

respect 2

Trust 5

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1

Cultural Entropy:

Current Culture

59%

Black Underline = PV & CC Orange = CC & DC P = Positive

Orange = PV, CC & DC Blue = PV & DC L = Potentially Limiting

Legend


Naprunum, Australia

• 60% increase in employment

• 80% reduction in children attending ‘safe house’

• 80% reduction in adult domestic violence

• 50% decrease in adult court appearances

• Community owned policy and programs


Cultural Transformation In Naprunum

Values/Behaviours L

community engagement 6

community ownership 4

leadership development 6

opportunity 4

working together 4

teamwork 4

belonging 2

positive attitude 5

confidence 3

hope 4

respect 2

Matches3

Values/Behaviours L

blame (L) 2

confusion (L) 3

caution (L) 1

control (L) 1

information hoarding (L) 3

human rights 7


working together 4

exploitation (L) 1

respect 2

Level 2011 CURRENT CULTURE 2014 CURRENT CULTURE

7

6

5

4

3

2

1

Blue = Values Match

Entropy = 33% Entropy = 13%


How Singapore Residents View the

Current and Desired Singapore

Workplace

IntroductionThe Barrett Seven Levels of Organisational Consciousness

Service to humanity and societal contribution

Internal/External collaboration, community involvement

Sense of purpose & strong internal community

On-going improvement and employee participation

High performance systems and processesBureaucracy, hierarchy, confusion, and complacency.

Positive relationships that support organisation needsManipulation, blame, favouritism, and secrecy.

Financial viability and people safetyControl, greed, exploitation, and micro-management.

Co

mm

on

Go

od

Self

inte

rest


Current Culture Singapore Workplace

Values/Behaviours L

customer satisfaction 2

teamwork 4

cost reduction (L) 1

brand image 3


long hours (L) 3

achievement 3

profit 1

results orientation 3

professionalism 3

Entropy = 20%

Values/Behaviours L


teamwork 4

cost reduction (L) 1

long hours (L) 3

brand image 3

results orientation 3

continuous improvement 4

accountability 4continuous learning 4

hierarchy (L) 3

Entropy = 22%


7

6

5

4

3

2

1

Level

7

6

5

4

3

2

1



Legend

Key observations• Balance (home /

work) now shows in current culture 2015.

• This is a move in the right direction but long hours suggests that others are still unhappy and stressed with their work patterns


Desired Culture Singapore Workplace: 2015

Values/Behaviours L


employee recognition 2

teamwork 4

caring 2

coaching/ mentoring 6

employee engagement 5

cooperation 5

fairness 5

efficiency 3

respect 2

Values/Behaviours L


teamwork 4


employee fulfillment 6

continuous improvement 4

continuous learning 4

respect 2

staff engagement 5



Level Desired Values 2012 Desired Values 2015

7

6

5

4

3

2

1

Level

7

6

5

4

3

2

1



Legend

Current Values 2015

Key observations• People are calling for

more positive relationships (level 2)

• They also want a sense of workplace cohesion and trust (level 5)


Desired Culture Singapore Workplace (Across Age Groups)

Blue= Match across all age groups P = Positive


Legend

Values/Behaviours L



teamwork 4


employee fulfillment 6


personal growth 4

professional growth 3

efficiency 3

respect 2

Level DC (15-30) DC (31-45) DC (46-64) DC (65 & above)

7

6

5

4

3

2

1

Values/Behaviours L



teamwork 4

caring 2


fairness 5

personal growth 4

cooperation 5


professionalism 3

positive attitude 5

Values/Behaviours L


teamwork 4

caring 2


cooperation 5

efficiency 3

fairness 5

respect 2

professionalism 3

encouragement 4

Values/Behaviours L


caring 2

cooperation 5

efficiency 3


respect 2


equality 4

fairness 5

initiative 4

teamwork 4


What next?


Mass Individuation


From Singapore to the World – Big Picture Transformation


What next

Personal dialogue

Workplace dialogue

Societal dialogue

National dialogue

Global dialogue


From vision to results

Vincent Ho, Director, aAdvantage ConsultingEmail: [email protected]

Tel: 6853 2658

For all queries on the survey and results, please contact:

mailto:[email protected]

Data & Analytics

Singapore nva 2015 public slideshare_with_terms