www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com
Building Values-Driven Organisations, Communities and Nations
December 2010
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National/Regional Values Assessments
Denmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
AustraliaUK North West) BrazilFinland
Spain (Extremadura) Macedonia (Skopje) Argentina Venezuela
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Assessment Questions
1) Personal Values
Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become.
2) Current National Culture Values
Please select ten of the following values/behaviours that most reflect how your society currently operates.
3) Desired National Culture Values
Please select ten of the following values/behaviours that you would most like to see reflected in your nation.
For more information: http://www.valuescentre.com/sectors/?sec=nations
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Cultural Entropy in Nations
Cultural entropy is a measure of the degree of dysfunction in a community or nation as represented by the proportion of votes for potentially limiting values in the Current Culture.
Cultural entropy provides a snap shot of the overall well-being of a community or nation as perceived by the population. It reflects current and past events, as well as the collective history of the community or nation.
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Cultural entropy
Cultural entropy represents the degree of dysfunction in a culture
Entropy Impact
<10% Prime: Healthy Functioning
11-19% Minor Issues: Requiring cultural and/or structural adjustment
20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching
30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development
40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coaching and leadership development
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Entropy Percentages by Nation (2007 – 2010)
72%
63% 60% 58%54% 53% 51% 48%
43% 42% 39%34% 32%
21%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Vene
zuel
a
Icel
and
Arg
enti
na
USA
Latv
ia
Belg
ium
Braz
il
Finl
and
UK
(NW
)
Aus
tral
ia
Spai
n (E
XT)
Swed
en
Cana
da
Den
mar
k
Bhut
an
Cultural entropy is a measure of dysfunction or toxic energy in a system
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Argentina
Argentina financial crisis 2001
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Argentina
Entropy ≈60%
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The Barrett Seven Levels of Consciousness Model
Self-esteem
Service
Making a Difference
Internal Cohesion
Transformation
Relationship
Survival Physical
Emotional
Mental
Spiritual
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Iceland
Iceland Economic Collapse 2008
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Iceland
Entropy 54%
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Iceland National Assessment 2010 (1094)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-1 | IROS (L)= 2-3-4-0 IROS (P)= 2-3-4-1 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 0PV - DC 3
Health Index (PL)
PV: 10-0CC: 1-9
DC: 10-0
1. family 598 2(R)
2. honesty 497 5(I)
3. friendship 357 2(R)
4. positive attitude 335 5(I)
5. trust 298 5(R)
6. fairness 292 5(R)
7. health 273 1(I)
8. accountability 268 4(R)
9. financial stability 268 1(I)
10. responsibility 264 4(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
1. uncertainty about the future (L)
530 1(I)
2. corruption (L) 507 1(O)
3. unemployment (L) 495 1(O)
4. blame (L) 442 2(R)
5. concern for future generations
347 7(S)
6. poverty (L) 326 1(I)
7. short-term focus (L) 307 1(O)
8. elitism (L) 296 3(R)
9. conflict/aggression (L) 283 2(R)
10. wasted resources (L) 282 3(O)
1. honesty 295 5(I)
2. financial stability 267 1(I)
3. employment opportunities
259 1(O)
4. family 235 2(R)
5. respect 230 2(R)
6. dependable public services
228 3(O)
7. poverty reduction 228 1(O)
8. educational opportunities 220 3(O)
9. caring for the elderly 219 4(S)
10. democratic process 217 4(R)
Values Plot Copyright 2010 Barrett Values Centre September 2010
Entropy 63%
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Iceland
Iceland National Assembly 2009/2010
1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers
Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability
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USA 2009
US Government forced to bail out banks and industry -2007 / 2008
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USA National Assessment 2010 (1504)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-1-0 | IROS (L)= 2-3-4-0 IROS (P)= 1-1-4-4 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 0PV - DC 2
Health Index (PL)
PV: 10-0CC: 1-9
DC: 10-0
1. family 655 2(R)
2. caring 646 2(R)
3. honesty 610 5(I)
4. humor/fun 573 5(I)
5. responsibility 508 4(I)
6. accountability 485 4(R)
7. independence 435 4(I)
8. friendship 434 2(R)
9. compassion 427 7(R)
10. respect 379 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. bureaucracy (L) 761 3(O)
2. corruption (L) 727 1(O)
3. blame (L) 680 2(R)
4. uncertainty about the future (L)
651 1(I)
5. wasted resources (L) 647 3(O)
6. materialistic (L) 586 1(I)
7. crime/violence (L) 534 1(R)
8. unemployment (L) 510 1(O)
9. conflict/aggression (L) 437 2(R)
10. military strength 402 3(O)
1. accountability 826 4(R)
2. concern for future generations
567 7(S)
3. honesty 529 5(I)
4. employment opportunities
488 1(O)
5. caring for the elderly 457 4(S)
6. effective healthcare 435 1(O)
7. economic growth 398 1(O)
8. caring for the disadvantaged
395 4(S)
9. affordable housing 390 1(O)
10. peace 378 7(S)
Values Plot Copyright 2010 Barrett Values Centre January 2010
Entropy 58%
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Bhutan
Bhutan prioritise *GNH above GDP(*Gross National Happiness)
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Bhutan: Group (403)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
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
PV - CC 1CC - DC 6PV - DC 2
Health Index (PL)
PV: 9-1CC: 11-0DC: 10-0
1. friendship 180 2(R)
2. continuous learning 160 4(I)
3. compassion 128 7(R)
4. caution (L) 122 1(I)
5. sincerity 121 5(I)
6. social justice 118 7(S)
7. self-discipline 102 1(I)
8. optimism 95 5(I)
9. helpfulness 94 2(R)
10. caring 92 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 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)
7. shared vision 90 5(O)
8. information availability 88 3(O)
9. shared values 88 5(O)
10. contentment 87 5(I)
11. social justice 87 4(S)
1. education 115 4(O)
2. continuous improvement 113 4(O)
3. freedom of speech 113 4(O)
4. economic growth 107 1(O)
5. social justice 100 4(S)
6. contentment 93 5(I)
7. environmental protection 89 1(O)
8. compassion 83 7(R)
9. full employment 82 3(O)
10. strict moral/religious codes
82 3(O)
Values Plot Copyright 2009 Barrett Values Centre January 2009
Entropy 4%
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Example Outcomes
Australia National Conversation: Corporations, Government NGOs and Citizens.
Latvia 2030: Sustainable development strategy based on the values of the people. Highest planning document in Latvian Government
Iceland National Assembly. 1300 citizens from voting register chosen to help government rebuild a values driven nation.
Belgium Assessment under the Protection of the Royal Family. Politicians and mayors engaged in the dialogue with people.
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Spain Extremadura
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Spain (Extremadura Region) 2010 (1182)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-1-0-1 | IROS (L)= 3-1-3-0 IROS (P)= 1-4-3-2 | IROS (L)= 0-0-0-0
Matches
PV - CC 1CC - DC 2PV - DC 3
Health Index (PL)
PV: 10-0CC: 3-7
DC: 10-0
1. family 715 2(R)
2. respect 583 2(R)
3. friendship 558 2(R)
4. health 495 1(I)
5. listening 389 2(R)
6. diversity 342 4(R)
7. positive attitude 337 5(I)
8. well-being (physical/emotional/mental/spiritual)
320 6(I)
9. adaptability 309 4(I)
10. continuous learning 302 4(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
1. unemployment (L) 583 1(O)
2. illiteracy (L) 432 3(I)
3. uncertainty about the future (L)
391 1(I)
4. materialistic (L) 342 1(I)
5. blame (L) 318 2(R)
6. wasted resources (L) 313 3(O)
7. caring for the elderly 299 4(S)
8. family 288 2(R)
9. quality of life 259 6(I)
10. bureaucracy (L) 255 3(O)
1. employment opportunities
439 1(O)
2. equality 394 4(R)
3. respect 393 2(R)
4. diversity 386 4(R)
5. family 341 2(R)
6. quality of life 313 6(I)
7. community pride 298 5(O)
8. concern for future generations
292 7(S)
9. affordable housing 272 1(O)
10. peace 269 7(S)
Values Plot Copyright 2010 Barrett Values Centre April 2010
Entropy 39%
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We Are Asheville Project
Ashville ProjectProject Mission: To illuminate collective perceptions of the community through the lens of our shared values.
Project Vision: To inform and empower problem-solving, decision-making and sustainability through an understanding of our community values.
The We Are Asheville project will highlight:
The personal values of the people of Asheville.• Who are we?• What collective strengths do we bring to our community?• How do we live these values in our personal lives?
How we see the culture of the community now.• What do our values say about our community?• What are our strengths?• Is anything missing?• How do we live our values on a day-to-day basis?
The values we see as necessary for the community's future.• What do we want our community to be like in the future?• Do we want to keep focus on any of the values currently
experienced in our community?• How can we live the new values being requested?• What advantages will these new values bring to our
community?
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Links
• knowlesconsulting.org
• valuescentre.com/we_are_asheville
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Whole System Change
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Why Culture?
Culture is a fundamental driver of operational and financial performance
Mapping the values of your culture provides a detailed roadmap for building a sustainable, high
performance organisation
The culture of an organisation is a reflection of the leader’s values and behaviours.
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Building a Values-Driven Organization:A Whole-System Approach to Cultural Transformation
2006
For more information contact:
www.valuescentre.com
© 2006 Richard Barrett
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Values-Driven?
What does it mean?
Using your values to drive decision-making so that you consciously create the future you want to experience and provide a consistently ethical basis for
decision-making.
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Human Systems – Four Quadrants
PersonalityIndividual values
and beliefs
Character Individual behaviors
CultureGroup values and beliefs
Social Structures
Group behaviors
Individual
Collective
Values Behaviors
Based on the work of Ken Wilber
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Cultural Evolution – Whole System Change
PersonalityIndividual values and beliefs
CharacterIndividual behaviors
CultureGroup values and beliefs
Social StructuresGroup behaviors
Values Behaviors
Group Cohesion – Capacity for Collective Action
Personal Alignment
Structural Alignment
Values Alignment
Mission Alignment
Individual
Collective
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The Seven Levels of Consciousness: Four quadrants
Wilber’s four quadrants
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3 4
When leaders change their beliefs and values, their behaviors change. This influences the culture of the group, which in turn changes the behaviors of the group.
Organisational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do.
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Develop objectives and KPIs
Achieve specific measurable targets
Finance
Fitness
Evolution
Societal Contribution
Client Relations
Culture
1. Define perspectives
2. Define Critical Success Factors (CSFs) for each perspective
3. Define measures (KPIs)
4. Define targets
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Types of indicator
Output Indicators: Measures related to performance improvement such as employee engagement, customer satisfaction, productivity etc.
Outcome Indicators: Measures related to deliverables such profitability, market share, shareholder value – cornerstone values
Causal Indicators: Measures related to culture, values and behaviors at company, business unit and individual levels, etc. (This is the cutting-edge – only available from CTT surveys)
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Types of indicator by perspective
Scorecard Perspective Type of Indicator
Finance Outcome Indicators
Fitness Output Indicators
Client Relations Output Indicators and Causal Indicators
Evolution Output Indicators
Culture Causal Indicators
Societal Contribution Output Indicators
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Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Rebecca's Values Assessors' Top 11 Values
Matches 1
Rebecca Doe
balance (home/work) Level 4
clarity Level 5
continuous learning Level 4
employee fulfillment Level 6
excellence Level 3
fairness Level 5
initiative Level 4
personal development Level 4
respect Level 2
teamwork Level 4
Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship
(white circle) O = Organizational
Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008
ambitious Level 3
commitment Level 5
goals orientation Level 4
Image (L) Level 3
positive attitude Level 5
reliable Level 3
efficiency Level 3
results orientation Level 3
teamwork Level 4
achievement Level 3
internally competitive (L) Level 2
PL = 10-0 | IRO (P) =5-3-2 | IRO (L) = 0-0-0 PL = 9-2 | IRO (P) = 5-2-2 | IRO (L) = 1-1-0
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0%
0%
0%
0%
10%
10%
20%
10%
0%
40%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
6%
5%
1%
9%
23%
23%
7%
2%
23%
0% 20% 40% 60%
1
2
3
4
5
6
7
Rebecca Doe
C
T
S
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 30-50-20Entropy = 0%
CTS = 32-23-45Entropy = 13%
Rebecca's Values
Assessors' Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008
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Jane Smith (8 Assessors)
DESIGNING YOUR ACTION PLAN
1. Personal Mastery
If your level of personal entropy is greater than 6% and/or you have one or more potentially limiting values observed by your assessors, you will need to focus on your personal mastery. This means your behaviours are driven by your conscious or subconscious fear-based beliefs (“limiting behaviours”). You will want to address the source of these fears.
For each potentially limiting value observed by your assessors write down what actions you propose to take to regulate these behaviours. You may wish to seek further clarity from your assessors about how to address these issues.
2. Alignment
These are the values that are coming across loud and clear to many of your assessors. If any of them are potentially limiting values address them as part of your personal mastery programme.
3. Unrealised Potential
If you have positive values in this section, first decide which of these values you would like to emphasise and then write down what behaviours you will adopt to make these values more observable to others.
If you have any potentially limiting values in this area, check to see if any of them are similar to any other potentially limiting values chosen by your assessors, that appear in the entropy table. Then decide if these are significant issues or not, and if they are, include them in your personal mastery programme (see 1 above).
4. Possible Blind Spots
If there are positive values in this section that you are unaware of, reflect on what behaviours you are demonstrating that would lead people to have chosen these values. Decide if these values are important to you, and to what extent you want to give them more emphasis in the future. How would you do that?
If there are potentially limiting values in this section bring them into your personal mastery programme (see 1 above).
5. Development Priorities
If you have any values in this section, write down how you are going to develop these skills/capabilities. Then, identify the areas from the observedbehaviour statements where you scored yourself significantly higher than your assessors and ask them what they believe you could do to improve your performance in these areas.
For each item, write down, how you intend to grow and develop this skill/capability. Your assessors’ feedback may help give you further insights/ ideas.
Designing your Action Plan Continued Copyright 2010 Barrett Values Centre
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DESIGNING YOUR ACTION PLAN
This table shows how the top values chosen by your assessors may help you understand ways to enhance your leadership style and performance.
The number of votes are those allocated to each value by your assessors. Potentially limiting values are shown in red.
VALUES CHOSEN BY YOUR ASSESSORS
Jane Smith (8 Assessors)
POSSIBLE BLIND SPOTSValues you demonstrate, perhaps without awareness of their impact.
DEVELOPMENT PRIORITIESNew requests from your assessors.
Value/ Behaviour Votes Level Value/ Behaviour Votes Level
honesty 5 5 leadership developer 4 6
integrity 4 5 compassion 3 7
reliable 4 3 long-term perspective 3 7
best practices 3 3 open communication 3 2
experience 3 3
productivity 3 3
trustworthy 3 5
Designing your Action Plan Copyright 2010 Barrett Values Centre
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DESIGNING YOUR ACTION PLAN
This table, and the one on the following page, show how the top values chosen by you and your assessors may help you understand ways to enhance your leadership style and performance.
The number of votes are those allocated to each value by your assessors. Potentially limiting values are shown in red.
VALUES CHOSEN BY YOU
ALIGNMENTYour chosen values, which are clearly recognised by your assessors.
UNREALISED POTENTIALYour chosen values, which are not strongly recognised by your assessors. Potentially limiting values here are not a major handicap.
Value/Behaviour Votes Level Value/Behaviour Votes Level
efficiency 6 3 accessible 1 2
commitment 5 5 balance (home/work) 1 4
customer satisfaction 5 2 continuous improvement 1 4
supportive 5 2 making a difference 1 6
accountability 4 4 teamwork 1 4
Jane Smith (8 Assessors)
Designing your action plan Copyright 2010 Barrett Values Centre
38
DESIGNING YOUR ACTION PLAN
This table shows how the top values chosen by your assessors may help you understand ways to enhance your leadership style and performance.
The number of votes are those allocated to each value by your assessors. Potentially limiting values are shown in red.
VALUES CHOSEN BY YOUR ASSESSORS
Jane Smith (8 Assessors)
POSSIBLE BLIND SPOTSValues you demonstrate, perhaps without awareness of their impact.
DEVELOPMENT PRIORITIESNew requests from your assessors.
Value/ Behaviour Votes Level Value/ Behaviour Votes Level
honesty 5 5 leadership developer 4 6
integrity 4 5 compassion 3 7
reliable 4 3 long-term perspective 3 7
best practices 3 3 open communication 3 2
experience 3 3
productivity 3 3
trustworthy 3 5
Designing your Action Plan Copyright 2010 Barrett Values Centre
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The Barrett Seven Levels of Consciousness Model
Self-esteem
Service
Making a Difference
Internal Cohesion
Transformation
Relationship
Survival Physical
Emotional
Mental
Spiritual
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Survival Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Personal
HealthFinancial stabilityJob insecurity, Caution
Organisational
ProfitShareholder valueEmployee health/safetyControl, Exploitation
National/Community
Economic stabilityProsperitySafetyCorruption, Poverty
PRIMARY FOCUS: Foundations for Survival
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Relationship Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
FamilyFriendshipDemanding, Being liked
Organisational
Customer satisfactionOpen communicationRespectBlame, Manipulation
National/Community
Conflict resolutionRacial harmonyTraditionsDiscrimination, Victimisation
PRIMARY FOCUS: Relationships & Connectivity
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Self-esteem Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
Self-confidenceSuccessArrogance, Perfectionism
Organisational
EfficiencyProductivityQualityBureaucracy, Complacency
National/Community
Rule of lawReliable infrastructureGovernment efficiencyWasted resources, Illiteracy
PRIMARY FOCUS: Self-esteem & Performance
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Transformation Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
CouragePersonal growthBalance (home/work)
Organisational
InnovationDiversityTeamwork
National/Community
EqualityFreedom of speechAdaptability
PRIMARY FOCUS: Learning & Continuous improvement
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Internal Cohesion Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
TrustEnthusiasmCreativity
Organisational
IntegrityCooperationShared vision
National/Community
DialogueTransparencyCapacity for collective action
PRIMARY FOCUS: Alignment & Authenticity
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Making a Difference Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
Coaching & MentoringVolunteer work
Organisational
Employee fulfilmentEnvironmental awarenessStrategic alliances
National/Community
Quality of lifeMutually beneficial alliancesLeadership
PRIMARY FOCUS: Collaboration & Partnerships
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Service Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
WisdomHumilityCompassion
Organisational
EthicsSocial responsibilityLong-term perspective
National/Community
Social justiceSustainabilityFuture generations
PRIMARY FOCUS: Selfless Service
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The Barrett Seven Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
SurvivalFinancial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed
Employee RecognitionLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame
High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency
Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth
Building Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring
Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
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Full Spectrum Organisational Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival Profit
Open communication
Productivity
Accountability
Creativity
Coaching/mentoring
Long-term perspective
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Values and behaviors
Values are concepts that transcend contexts.
Behaviors are contextual.
Define three or four behaviors for each value.
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Values and behaviors
Teamwork:
The ability to align with others around a common sense of purpose and a desired outcome.
Observable behaviors:
• Trusts team members to represent his or her position and to do the right thing.
• Once a decision is made, teamwork shows support for that decision and the team.
• Seeks opinions from others, debates openly, asks for help and offers it willingly.
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The New Leadership Paradigm