Upload
valuescentre
View
996
Download
0
Embed Size (px)
Citation preview
RICHARD BARRETT
OUR VISIONTo create a positive
values-driven society.
Chairman and Founder of the Barrett Values Centre
(www.richardbarrett.net)
To support leaders in building positive
values-driven organizations.
OUR MISSION
PHIL CLOTHIER
provides powerful metrics to support leaders in building values-driven organizations and values-driven societies.
CEO of Barrett Values Centre
culturaltransformation tools®
• Personal Values Assessment• Individual Values
Assessment• Individual Development
Report Leadership Development Report
• Leadership Values Assessment
MEASUREMENT TOOLS FOR
INDIVIDUALS
MEASUREMENT TOOLS FOR HUMAN
GROUP STRUCTURES
• Cultural Values Assessment• Cultural Evolution Report• Espoused Values Analysis• Merger/Compatibility Report• Customer Values Assessment• Community Values
Assessment• National Values Assessment
Agriculture / forestry / fishingBanking / Financial ServicesCentral / Local GovernmentChemical and pharmaConstructionEducation / UniversityFast Moving Consumer GoodsFood and drinkHealthcareHospitality / TourismIT/ Telecoms/ Electronics Manufacturing
Media/Film/TV/PublishingMilitaryNGO / Not for profitOil/gas/miningPolice & JusticeProfessional ServicesRetail and wholesaleScientific / Technical / Engineering
Scientific and technicalSocial housingTransportation
The Sectors We Work In
Change is doing things differently.
A shift in behaviours
Transformation is a new way of
being.
A shift in values
THE DIFFERENCE BETWEEN TRANSFORMATION AND
CHANGE
You can change without transforming,
but you cannot transform without
changing.
TRANSFORMATION VS CHANGE
It must be obvious by now …We cannot solve our problems with the
same level of thinking that created them.
A new level of thinking =
A new level of consciousness
= A new way of being
Therefore facilitating cultural transformation is about …
Supporting individuals or groups in having new conversations that lead
to new and more “successful” ways of
being.
I am going to show you values
assessments for two teams.
Based on these results, I want you to
decide which team you would prefer to
work in.
ORGANIZATION “A”
Top ten current culture values1Customer
satisfaction2 Making a
Difference
3Commitment
5Continuous Improvement
7Shared Vision
9Balance(home/work)
4 Employee Fulfillment
6 Humor / Fun
8 Customer Collaboration
10 Teamwork
Cultural Entropy Score = 7%
93%
Cultural Health Score =
ORGANIZATION “B”
Top ten current culture values1Long hours (L)
2 Confusion (L)
3Short-term focus (L)
5Information hoarding (L)
7Hierarchy (L)
9Bureaucracy (L)
4 Blame (L)
6 Manipulation (L)
8 Results orientation
10 Quality
Cultural Entropy Score = 47%
53%
Cultural Health Score =
ORGANIZATION “B”
Low Well-Being 53%
High Cultural Entropy
47%
WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO
WORK IN
Long hours(L)Confusion (L)
Short-term focus (L)Blame (L)
Information hoarding (L)
Manipulation (L)Hierarchy (L)
Results orientationBureaucracy (L)
Quality
Stress InducingValues
Customer satisfactionMaking a difference
CommitmentEmployee fulfilment
Continuous improvementHumour/fun
Shared visionCustomer collaborationBalance (home/work)
Teamwork
No Stress
InducingValues
ORGANIZATION “A”
High Well-Being 93%
Low Cultural Entropy 7%
The values and beliefs that guide
and define the way in which a group of people behave and operate together.
What is Culture?
Who creates an
organizational culture?
the reflection of the values, beliefs and
behaviours of the leadership
group.
THE CULTURE OF AN ORGANIZATION IS
According to Deloitte, culture has become
one of the most important business
topics of 2016. CEOs and HR leaders now
recognize that culture drives people’s
behaviour, innovation, and customer service
of Deloitte’s survey respondents believe that “culture is a potential competitive advantage.”
82%
of leaders believe that culture is critical to their organization’s success.
84%According to PwC, 60%
think culture is more important than their strategy or their operating model.
CULTURE EATS
STRATEGY FOR
BREAKFAST
Peter Drucker
- Luther Johnson -
“No matter how far reaching the vision or how
brilliant the strategy, neither will be realized if it
is not supported by the organisational culture.”
of the FTSE 350 companies have seen a 10% increase in operating profits driven by their investment in culture.
55%According to E&Y,
92%of the Board Members of these companies said that a focus on culture has improved their financial performance.
Overall,
INTANGIBLE ASSETS MAKE UP MOST OF MARKET VALUE
Source: Ocean Tomo LLC, January 2015
Components of S&P 500
1975 1985 1995 2005 20150%
25%
50%
75%
100%
17%32%
68%80% 84%
83%68%
32%20% 16%
Tangible AssetsIntangible Assets
The key to success is becoming a deliberately
developmental organization.
- Dr. Robert Kegan -
THE CULTURE IS YOUR STRATEGY
Deliberately Developmental Culture
“A deliberately developmental organization is built around the simple but radical conviction that an organization will best prosper when it is more deeply aligned with people’s strongest motive,
which is to grow.
- Kegan and Lahey -
We grow when we are able to get our
needs met. Whatever our
needs are, is what we value.
NEEDS & VALUES
CUSTOMERS SUPPLIERS
INVESTORS COMMUNITY
… they also care about the
needs of their
stakeholders
This is one of the four pillars of conscious
capitalism.
Employees needs are determined by the stage of psychological development they
are at.
What are the needs of your employees?
A PERSONAL JOURNEYEvery person is on an evolutionary
journey of psychological development.
SERVING
SELF-ACTUALIZING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
INTEGRATING
LEVELS OF CONSCIOUSNESS
All things being normal, the level of consciousness we operate from will correspond to the stage of psychological
development we have reached.
76
5432
1 SURVIVINGINFANCY:
0-2 Years Old
NEED TO MANAGE
YOUR ENVIRONMENT
GETTING BASIC PHYSIOLOGICAL NEEDS MET
STAYING ALIVE!
MOTIVATION
CHILDHOOD: 3-7 Years Old
NEED TO FEEL ACCEPTANCE & BELONGING IN
FAMILY
FEELING LOVED AND PROTECTED
KEEPING SAFE!
MOTIVATION
CONFORMING
76
5432
1
TEENAGER: 8-24 Years Old
NEED TO FEEL ACCEPTANCE
AND BELONGING IN PEEERGROUP
BEING RECOGNIZED AND VALUED
FEELING SECURE!
MOTIVATION
DIFFERENTIATING
76
5432
1
YOUNG ADULT: 25-39 Years Old
NEED FOR FREEDOM AND
AUTONOMY
RESPONSIBILITY AND
ACCOUNTABILITY FOR YOUR LIFE
RELEASING YOUR FEARS!
MOTIVATION
INDIVIDUATING
76
5432
1
ADULTHOOD: 40-49 Years Old
SELF-ACTUALIZING
NEED FOR MEANING AND
PURPOSE
BECOMING FULLY
WHO YOU ARE!
SELF-EXPRESSION
MOTIVATION
76
5432
1
MATURE ADULT: 50-59 Years Old
INTEGRATING
DESIRE TO MAKE A
DIFFERENCE
UNCONDITIONALLOVING
RELATIONSHIPSEMPATHY
CONNECTING
MOTIVATION
76
5432
1
SENIOR: 60+ Years Old
DESIRE TO SERVE THE GREATER
GOOD
SELF-LESS SERVICE
COMPASSION
CONTRIBUTING
MOTIVATION
76
5432
1
SERVING
How Do You Know What Employees
Needs Are?Carry Out A Cultural Values
Assessment Using the Cultural Transformation
Tools
ORIGINS OF THE 7 LEVELS MODEL
Know and
Understand
Physiological
Belonging
Growth NeedsWhen these needs are fulfilled they do not go away, they engender deeper levels of
motivation and commitment.
Deficiency NeedsAn 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.
Love &
Self-esteem
Safety
Self Actualization
Abraham Maslow
MASLOW’S NEEDS TO BARRETT’S CONSCIOUSNESS
Know and
Understand
Physiological
BelongingLove &
Self-esteem
Safety
Abraham Maslow
7
6
543
2
1
Richard Barrett
Self-Actualization
Needs Consciousness
7
65432
1
MASLOW’S NEEDS TO BARRETT’S CONSCIOUSNESS
Service
Making a differenceInternal Cohesion
Transformation
Self-esteem
Relationship
Survival
Know and
Understand
Physiological
BelongingLove &
Self-esteem
Safety
3. Each state of consciousness is
defined by specific values
and behaviours.
1. Expansion of self-actualization into
multiple levels.2. Substitute states of consciousness for hierarchy of needs.
ConsciousnessNeeds
THE SHIFT FROM “I” TO “WE”
Service
Making a differenceInternal Cohesion
Transformation
Self-esteem
Relationship
Survival
COMMON GOOD AND CONTRIBUTION
(WE)
SELF INTEREST AND PERFORMANCE (I)
TRANSFORMATION
7
65432
1
Evol
utio
n of
Per
sona
l Co
nsci
ousn
ess
Positive Focus/ Excessive Focus
Service Service to Humanity and the PlanetCompassion, Humility, Future Generations.
Making a DifferenceMaking a Difference in the CommunityActualising Meaning, Collaboration, Intuition, Mentoring, Empathy.
Internal Cohesion Finding Meaning in ExistenceIntegrity, Alignment, Authenticity, Creativity, Passion, Honesty, Trust.
Transformation Continuous Growth and DevelopmentAdaptability, Continuous Improvement, Courage, Team Player.
Self-esteemBuilding a Sense of Self WorthPride in Self, Self-Reliant, Self-discipline, Positive Self Image. Arrogance, Status, Power, Glamour, Rigidity.
RelationshipHarmonious RelationshipsFamily, Friendship, Belonging, Open Communication, Ritual. Blame, Jealously, Judgment, Conflict, Gossip.
SurvivalPhysical Survival and SafetyHealth, Nutrition, Financial Stability, Self-Defence. Violence, Greed, Corruption, Territorial.
7
65432
1
7 LEVELS OF PERSONAL CONSCIOUSNESS
Positive Focus/ Excessive Focus
ServiceService to Humanity and the PlanetSocial Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility.
Making a DifferenceStrategic Alliances and PartnershipsEnvironmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.
Internal CohesionBuilding Internal CommunityShared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency.
TransformationContinuous Renewal and LearningAccountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth.
Self-esteemHigh PerformanceSystems, Processes, Quality, Best Practices, Pride in Performance. Bureaucracy, Complacency.
Relationship Harmonious RelationshipsLoyalty, Open Communication, Customer Satisfaction, Friendship. Manipulation, Blame.
SurvivalFinancial StabilityShareholder Value, Organisational Growth, Employee Health, Safety. Control, Corruption, Greed.
7
65432
1
7 LEVELS OF ORGANISATIONAL CONSCIOUSNESS
1
2
3
4
5
Identify behaviours
THE CULTURAL TRANSFORMATION PROCESS
Cultural Values Assessment
Share results and start dialogue
Prioritize values
6Create culture development plan
Implement changes and programmes
PERSONAL VALUES
Which of the following
values/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 (100 EMPLOYEES)
Current Culture
10
42 5
7
9
6
8
3
110
1Tradition (L) (59)
2 Diversity (54)
3Control (L) (53)
5Knowledge (43)
7Productivity (37)
9Profit (36)
4 Goals orientation (46)
6 Creativity (42)
8 Image (L) (36)
10Open
Communication (31)
Top Ten ValuesService
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
PLACEMENT OF VALUES BY LEVEL (100 EMPLOYEES)
Current Culture
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival 1
2
3
4
5
6
77
6
5
4
3
2
1
0% 10% 20% 30% 40%
4%
10%
20%
19%
16%
9%
10%
0%
0%
0%
0%
7%
2%
2%
11%
Cultural Entropy
Cultural entropy significantly impacts employee engagement
0% 8% 15% 22% 30%25%
39%
53%
66%
80%
94%
Cultural Entropy
Empl
oyee
Eng
agem
ent
UNNECESSARY OR UNPRODUCTIVE WORK
—WORK THAT DOES NOT ADD VALUE.
The amount of energy that is consumed in an organisation
doing
that employees encounter in their day-to-day
activities that prevent the organisation from operating at peak
performance and cause employees to experience stress and prevent them from getting their needs
met.
It is a measure of the CONFLICT, FRICTION AND FRUSTRATION
CULTURAL ENTROPY
HIGHLY ENGAGED <10%
ENGAGED 11-20%
BECOMING DISENGAGED 21-30%
DISENGAGED 31-40%
HIGHLY DISENGAGED > 41%
EMPLOYEE ENGAGEMENT
They bring passion and purpose to their work.
They care passionately
about the future of the
company.
Highly engaged
employees identify with
the company.
They want the company to do the right thing.
They are willing to
invest their discretionary effort to make the company a
success.
HIGHLY ENGAGED EMPLOYEE
SThey want to feel pride in the way the
company behaves.
They are committed and loyal.
HOW DOES CULTURAL ENTROPY ARISE?
Cultural entropy is a function of the personal entropy of the current leaders of an
organisation and institutional legacy of past leaders as embedded in the structures,
systems, policies and procedures.
FEAR-DRIVEN ENERGY Personal entropy is the amount of
that a person expresses in his or her day-to-day interactions with other people.
Personal entropy is a measure of your lack of internal
alignment.Personal entropy arises from
subconscious fear-based beliefs learned when we were young about meeting our survival, safety and security needs.
A LOW PERFORMANCE ORGANIZATION
The culture of
an organisation
is a reflection
of leadership
consciousness.
power (L) 11 Level 3blame (L) 10 Level 2demanding (L) 10 Level 2manipulative (L) 10 Level 2experience 9 Level 3controlling (L) 8 Level 1arrogant (L) 7 Level 3authoritarian (L) 6 Level 1exploitative (L) 6 Level 1ruthless (L) 6 Level 1
Leader’s ValuesLVA Feedback 27
Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Personal Entropy 64%
CVA Current Culture
Culture Values
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Cultural Entropy 38%1. short-term focus (L) 13 Level
12. blame (L) 11 Level
23. manipulation (L) 10 Level
24. caution (L) 7 Level
15. cynicism (L) 7 Level
36. bureaucracy (L) 6 Level
37. control (L) 6 Level
18. cost reduction 5 Level
19. empire building (L) 5 Level
210. image (L) 5 Level
311. long hours (L) 5 Level
3
A HIGH PERFORMANCE ORGANIZATION
1. customer satisfaction 16 Level 22. commitment 11 Level 53. continuous learning 11 Level 44. making a difference 11 Level 65. global perspective 9 Level 36. mentoring 9 Level 67. enthusiasm 8 Level 58. leadership development 8 Level 69. integrity 7 Level 510. open communication 7 Level 211. optimism 7 Level 512. shared values 7 Level 5
Culture ValuesCVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Cultural Entropy 7%
Internal Cohesion
The culture of
an organisation
is a reflection
of leadership
consciousness.
continuous learning 11 Level 4generosity 11 Level 5commitment 10 Level 5positive attitude 10 Level 5vision 10 Level 7ambitious 9 Level 3making a difference 8 Level 6results orientation 8 Level 3honesty 7 Level 5integrity 7 Level 5intuition 7 Level 6leadership developer 7 Level 6
Leader’s ValuesLVA Feedback 27
Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Internal Cohesion
Personal Entropy 9%
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
teamwork 6 4 (R)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
Values PlotCopyright 2015 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
MatchesPV - CC 4CC - DC 6PV - DC 4
Cultural Entropy:Current Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being 11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
TEAM “A” (19 PEOPLE)
C
T
S 2
1
3
4
5
6
7
TEAM “A” (19 PEOPLE)
Values Distribution
Positive ValuesPotentially Limiting Values
C = Common GoodT = TransformationS = Self-Interest
7
6
5
4
3
2
1
0% 60%
9%
17%
25%
21%
9%
14%
5%
0%
0%
0%
7
6
5
4
3
2
1
0% 60%
1%
24%
28%
20%
4%
10%
6%
5%
0%
2%
7
6
5
4
3
2
1
0% 60%
4%
22%
23%
27%
10%
9%
5%
0%
0%
0%
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24Cultural Entropy = 0% Cultural Entropy = 0%
26%
46%
28%
25%
48%
27%
26%
50%
24%
Low level of Cultural
Entropy = High level of
Employee Engagement
Cultural Entropy = 7%
Personal Values
Current Culture Values
Desired Culture Values
Copyright 2015 Barrett Values Centre
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7654321
IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0
confusion (L) 15 3(O)
long hours (L) 12 3(O)
short-term focus (L) 11 1(O)
blame (L) 10 2(R)
information hoarding (L) 9 3(R)
manipulation (L) 8 2(R)
hierarchy (L) 8 3(O)
results orientation 7 3(O)
bureaucracy (L) 6 3(O)
quality 6 3(O)
continuous improvement 11 4(O)
information sharing 10 4(O)
quality 9 3(O)
customer satisfaction 8 2(O)
teamwork 8 4(R)
accountability 7 4(R)
professionalism 7 3(O)
efficiency 6 3(O)
balance (home/work) 6 4(O)
continuous learning 6 4(O)
Values PlotCopyright 2015 Barrett Values Centre
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Matches
PV - CC 0CC - DC 1PV - DC 2
Cultural Entropy:Current Culture
47%
commitment 26 5(I)
honesty 12 5(I)
integrity 9 5(I)
adaptability 8 4(I)
continuous learning 8 4(I)
responsibility 8 4(I)
cooperation 8 5(R)
efficiency 7 3(I)
family 6 2(R)
humour/ fun 6 5(I)
TEAM “B” (35 PEOPLE)
TEAM “B” (35 PEOPLE)
C
T
S 2
1
3
4
5
6
7
Values Distribution
Positive ValuesPotentially Limiting Values
C = Common GoodT = TransformationS = Self-Interest
Cultural Entropy = 47%
Personal Values
Current Culture Values
Desired Culture Values
Copyright 2015 Barrett Values Centre
7
6
5
4
3
2
1
0% 60%
5%
7%
36%
21%
13%
10%
6%
0%
0%
2%
7
6
5
4
3
2
1
0% 60%
2%
5%
7%
16%
11%
6%
6%
25%
11%
11%
7
6
5
4
3
2
1
0% 60%
3%
9%
23%
32%
18%
10%
3%
0%
0%
2%
CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33Cultural Entropy = 2% Cultural Entropy = 2%
High level of Cultural
Entropy = Low level of Employee
Engagement
FREE MATERIALS
To lead people through
change
To grow a shared
cultureTo plan and lead
cultural transformation
Checklist and
overview
Available on www.valuescentre.com
FOR MORE INFORMATIONGo to:
www.valuescentre.com www.richardbarrett.net
Contact Me: [email protected]