Navigating Cultural Transformation

A Compass for Navigating
Cultural Transformation

Richard Barrett
June 2012

www.valuescentre.com
www.valuescentre.com 1

Whole System Change

2

Whole System Transformation (Evolution)

Interior Exterior

Personality Character

Individual Values and Actions and
Beliefs of the Behaviours
Leaders of the Leaders

Culture Society

Collective Values and Actions and
Beliefs of the Behaviours of the
Organization Organization

Based on the Four Quadrants
of Ken Wilber
3

Whole System Transformation (Evolution)
When the The leaders
leaders values behaviours
change Interior Exterior
change

Individual
1 2

Collective 3 4

The values of Behaviours of
the organization organization
change change 4

The Four Conditions for Whole System Change

Interior Exterior

Character:
Personality:
Actions and
Values and Personal Alignment Behaviours
Beliefs
of an
Individual of an
Individual
Individual

Mission Alignment
Values Alignment

Social
Culture:
Values and
Structures:
Actions and
Beliefs
Behaviours
Collective of a Group
of a Group
Structural Alignment

5

Leadership and Values

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

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

6

How do you know if you are being successful
driving whole system change?

You need to:

1. Measure the Consciousness of the Leaders

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

3. Measure the Consciousness of the
Organization as perceived by customers
and society
7

Measuring Consciousness by Mapping Values

Cultural Transformation Tools

Higher Stakeholder
Purpose Integration

Values

We can measure this We can measure this
Conscious Conscious
with a Cultural Culture Leadership
with a Leadership
Values Assessment Values Assessment
(CVA) (LVA)

8

Measuring the Cultures of Organisations
and Mapping the Values of Leaders

Cultural Transformation Tools (CTT)

Values-Driven Values-Driven
Cultures Leadership

1998 2006 2011
9

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”

10

Barrett Values Centre World-wide Activities

11

The Three Mantras of
Organisational Performance

12

The Three Mantras of
Organizational Performance
Mantras Implications
Who you are and what your
Cultural Capital is the new frontier
organization stands for
of competitive advantage.
is vitally important.

Focus on Vision, Mission and Values

The Culture of an organizations is a Organizational transformation
reflection of leadership begins with the personal
consciousness transformation of the leaders

Begins with Self Leadership

Measurement matters. If you can
You can make the evolution of
measure consciousness,
consciousness, conscious
you can manage it.

Measure and Map the Values
13

Measuring Organizational
Consciousness

14

Barrett Seven Levels of Consciousness Model
Cultural Transformation Tools

15

Origins of the Cultural Transformation Tools

Self Actualization

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

Abraham Maslow Self-esteem Deficiency Needs
An individual gains no
Love & Belonging sense of lasting
satisfaction from being
able to meet these
Safety needs, but feels a sense
of anxiety if these needs
Physiological are not met.

18

Maslow’s Needs to Barrett’s Consciousness

Self-Actualization

Know and
Know and
Understand
Understand

Abraham Maslow
Self-esteem Richard Barrett

Love & Belonging

Safety

Physiological

Needs Consciousness
19

Maslow’s Needs to Barrett’s Consciousness

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

Needs Consciousness

20

Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service to Humanity and the Planet
Devoting your life in self-less service
Service to your purpose and vision

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

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

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

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

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

Financial Security & Safety
Survival Creating a safe secure environment for self
and significant others. Control, greed
21

Stages in the Development of Organisational Consciousness
Service To Humanity And The Planet
Social responsibility, future generations, long-term
Service perspective, ethics, compassion, humility

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

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

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

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

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

Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
22

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.

23

Placement of Values by Level
Current Culture 100 Employees

Service
Top Ten Values

1. tradition (L) (59)
Making a difference
2. diversity (54)
Internal Cohesion
6 3. control (L) (53)
4. goals orientation (46)
Transformation 2 4 5
5. knowledge (43)

Self-esteem 6. creativity (42)
7 8
7. productivity (37)
Relationship 10
10 1 8. image (L) (36)
9. profit (36)
9 3
Survival 10. open communication (31)
24

Distribution of Values by Level
Current Culture 100 Employees

Service 7

Making a difference 6

Internal Cohesion 5

Transformation 4
Cultural
Self-esteem 3 Entropy

Relationship 2 11%

1
Survival

25

Engineering and Projects Company (339) What
employees
believe is
Personal Values Current Culture Values Desired Culture Values
necessary
Level 7
for the
Level 6
The values that company
are Level 5
important to to achieve
employees in
Level 4 its full
their personal
Level 3
potential
lives.
Level 2

Level 1
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0

Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R)

2. accountability 165 4(R) improvement 2. customer 147 2(O)
PV - CC 1
CC - DC 4 2. customer 111 2(O) satisfaction
PV - DC 2 3. commitment 150 5(I)
satisfaction 3. continuous 143 4(O)
4. continuous learning 92 4(I)

Health 3. safety conscious 102 1(O) improvement
Index (PL)
5. balance (home/work) 91 4(I)
4. cost reduction 88 1(O) 4. employee development 111 4(O)
6. family 91 2(R)
PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R)
CC: 7-3 7. self-discipline 91 1(I)
DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I)
8. responsibility 89 4(I)
7. teamwork 74 4(R) 7. inspirational leadership 95 6(O)
9. respect 81 2(R)
8. accountability 71 4(R) 8. employee fulfilment 94 6(O)
10. open communication 76 2(R)
9. blame (L) 71 2(R) 9. teamwork 90 4(R)

10. corporate image 64 3(O) 10. professionalism 80 3(O)

Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC How employees experience the company - What isR = Relationship
Blue = PV & DC (white circle) S = Societal
working well? What is undermining the sustainability
Values Plot Copyright 2011 Barrett Values Centre February 2011
26
www.valuescentre.com of the company.

Engineering and Projects Company (339)
Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R)

2. accountability 165 4(R) improvement 2. customer 147 2(O)
PV - CC 1
CC - DC 4 2. customer 111 2(O) satisfaction
PV - DC 2 3. commitment 150 5(I)
satisfaction 3. continuous 143 4(O)
4. continuous learning 92 4(I)

Health 3. safety conscious 102 1(O) improvement
Index (PL)
4. cost reduction 88 1(O) 4. employee development 111 4(O)
6. family 91 2(R)
PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R)
CC: 7-3 7. self-discipline 91 1(I)
DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I)
7. teamwork 74 4(R) 7. inspirational leadership 95 6(O)
9. respect 81 2(R)
8. accountability 71 4(R) 8. employee fulfilment 94 6(O)
10. open communication 76 2(R)
9. blame (L) 71 2(R) 9. teamwork 90 4(R)

10. corporate image 64 3(O) 10. professionalism 80 3(O)

Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal

Values Plot Copyright 2011 Barrett Values Centre February 2011
27

Engineering and Projects Company (339)

Personal Current Culture Desired Culture
Values Values Values

6% 5% 5%
7 7 7

C
8% 9% 13%
6 6 6
Common Good
24% 11% 19%
5 5 5

T
21% 20% 27%
Transformation 4 4 4

17% 14% 16%
3 1% 3 12%
3 0%

Self Interest S 2 1%
12%
2
8%
5%
2 1%
12%

9% 10% 6%
1 1% 1 1 1%
6%

0% 20% 40% 0% 20% 40% 0% 20% 40%

Total number of CTS = 38-21-41 CTS = 25-20-55 CTS = 37-27-36
votes for all Entropy = 3% Entropy = 23% Entropy = 2%
values at each
level C = Common Good Positive Values
T = Transformation Cultural Entropy Potentially Limiting
S = Self-Interest
% of Votes for Values
Values Distribution Limiting Values
Copyright 2011 Barrett Values Centre February 201128

Barrett Values Centre: Group (18)
Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Matches 1. making a difference 9 6(S) 1. commitment 13 5(I) 1. commitment 10 5(I)

PV - CC 4 2. accountability 8 4(R) 2. humor/ fun 13 5(O) 2. customer collaboration 10 6(O)
CC - DC 6
PV - DC 4 3. commitment 8 5(I) 3. making a difference 12 6(S) 3. teamwork 10 4(R)

4. humor/ fun 8 5(I) 4. balance (home/work) 11 4(O) 4. employee fulfillment 9 6(O)

Health
Index
5. integrity 8 5(I) 5. customer satisfaction 11 2(O) 5. continuous 8 4(O)

(PL) improvement
6. continuous learning 7 4(I) 6. continuous 10 4(O)

PV: 12-0 well-being (physical/ 7 6(I) improvement
CC: 10-0
7. 6. accountability 7 4(R)

DC: 11-0 emotional/ mental/
spiritual) 7. employee fulfillment 10 6(O) 7. humor/ fun 7 5(O)

8. financial stability 8 1(O) 8. innovation 7 4(I)

9. information sharing 6 4(O) 9. making a difference 7 6(S)

9. family 6 2(R)
10. shared vision 6 5(O) 10. shared vision 7 5(O)

10. efficiency 5 3(I)
11. trust 7 5(R)

11. excellence 5 3(I)

12. honesty 5 5(I)


Values Plot Copyright 2011 Barrett Values Centre December 2011



10% 5% 4%
7 7 7

C
14% 18% 24%
6 6 6

29% 27% 25%
5 5 5

T
23% 26% 28%
4 4 4

11% 8% 8%
3 0% 3 2%
3 0%

S 2 0%
10%
2 0%
8%
2
5%
0%

3% 5% 5%
1 0%
1 1%
1 1%

0% 20% 40% 0% 20% 40% 0% 20% 40%

CTS = 53-23-24 CTS = 50-26-24 CTS = 53-28-19
Entropy = 0% Entropy = 3% Entropy = 1%

C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values

Values Distribution Copyright 2011 Barrett Values Centre December 2011


Current Culture Values Desired Culture Values
Desired
Current Culture
Culture
Finance Finance
Finance financial stability

Fitness accountability

Client Client customer customer
Fitness
Relations Relations satisfaction collaboration

continuous
continuous improvement
Evolution
improvement
innovation

teamwork
humor/ fun
employee
balance
fulfillment
Evolution Culture (home/work)
Culture
humor/ fun
employee
fulfillment shared vision
shared vision
trust
Societal Societal
Societal making a making a
Contribution Contribution Contribution difference difference

Business Needs Copyright 2011 Barrett Values Centre December 2011


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.

Current Desired
Value Culture Culture Jump
Votes Votes
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 Table Copyright 2011 Barrett Values Centre December 2011

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.

33

Average Entropy in Organisations (2007-2011)

Total CVAs: 1,011
Industries: 40
Countries: 36
34

Values Alignment vs. Entropy Band

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

35

Low High
entropy entropy

36

Nedbank, South Africa:
An Example of Cultural Evolution

37

Nedbank and CTT

38

Nedbank: Current Culture Evolution
2005 2006 2007 2008

1. cost-consciousness 1. cost-consciousness 1. client-driven 1. accountability
2. profit 2. accountability 2. accountability 2. client-driven
3. accountability 3. client-driven 3. client satisfaction 3. client satisfaction
4. community involvement 4. client satisfaction 4. cost-consciousness 4. community involvement
5. client-driven 5. results orientation 5. community involvement 5. achievement
6. process-driven 6. performance driven 6. performance driven 6. cost-consciousness
7. bureaucracy (L) 7. profit 7. profit 7. teamwork
8. results orientation 8. bureaucracy (L) 8. achievement 8. performance driven
9. client satisfaction 9. teamwork 9. being the best 9. being the best
10. silo mentality (L) 10. community involvement 10. results orientation 10. delivery
3 matches 4 matches 4 matches 5 matches

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

Nedbank: Current Culture Evolution
2009 2010 2011

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

6 matches 6 matches 6 matches

Entropy 13% Entropy 13% Entropy 11% 40

Nedbank: Group (2011)
Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Matches 1. accountability 8576 4(R) 1. accountability 5464 4(R) 1. accountability 6987 4(R)

PV - CC 2 2. honesty 6133 5(I) 2. client-driven 4571 6(O) 2. balance (home/work) 4183 4(O)
CC - DC 6
PV - DC 4 3. commitment 5221 5(I) 3. client satisfaction 3486 2(O) 3. client-driven 3864 6(O)

4. respect 4420 2(R) 4. brand reputation 2740 3(O) 4. client satisfaction 3742 2(O)

Health
Index (PL)
5. family 4057 2(R) 5. achievement 2491 3(I) 5. employee recognition 3297 2(R)

6. integrity 4023 5(I) 6. teamwork 2408 4(R) 6. honesty 3053 5(I)
PV: 10-0
CC: 10-0 7. caring 3568 2(R) 7. environmental 2372 6(S) 7. commitment 2953 5(I)
DC: 10-0
8. balance (home/work) 3526 4(I) awareness 8. achievement 2809 3(I)

8. commitment 2263 5(I) 9. teamwork 2744 4(R)

10. efficiency 3085 3(I)
9. being the best 2218 3(O) 10. employee satisfaction 2687 2(O)

10. cost-consciousness 2187 3(O)


Values Plot Copyright 2011 Barrett Values Centre April 2011
41

Nedbank: Group (2011)


7% 6% 5%
7 7 7

4% 14% 12%

C
6 6 6

26% 13% 21%
5 5 5

24% 20% 25%
4 4 4
T
16% 20% 16%
3 1% 3 5%
3 0%

16% 11% 15%
2 2 2
S
0% 3% 0%

5% 5% 5%
1 1% 1 3%
1 1%

0% 20% 40% 0% 20% 40% 0% 20% 40%

CTS = 37-24-39 CTS = 33-20-47 CTS = 38-25-37

S = Self-Interest
Values

Values Distribution Copyright 2011 Barrett Values Centre April 201142

Nedbank: Cultural Evolution

Entropy Scores
Entropy reduction leads to improved performance—increased revenues, profits
and share price. Working toward entropy of <10% will result in healthy functioning
of the organisation and improvement of staff morale.

25% 25%

20% 19%
17%
15% 14% 13% 13%
11% Entropy risk bands
10%
0 -10% Healthy functioning
11-20% Some problems
5% 21-30% Significant problems
31-40% Serious situation
41%+ Critical situation
0%

2005 2006 2007 2008 2009 2010 2011

43

Nedbank: Response Rate to Values Survey
number of participants

24000 22102
Responses
20184
20000 18206

16000 14091
12000
10155
8000 6083
4000
1827
0

2005 2006 2007 2008 2009 2010 2011

28,898 employees in 2009

44

Nedbank: Staff Engagement

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

45

Nedbank: Impact on Financial Performance

Closing share price (Rand)
160
140
120 134 136 130
124
100
80 100 96
60 78
40
20
0
2004 2005 2006 2007 2008 2009 2010

46

Nedbank: Impact on Financial Performance

Revenue Rm (operating income)
25000

23630
20000 22428 22077 21570
18948
15000
15809
14027
10000

5000

0
2004 2005 2006 2007 2008 2009 2010

47

Leadership
Values Assessments

48

Leadership Values Assessment

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.

49

Cultural Evolution Begins with Personal Evolution
Culture Values Leader’s Values
CVA Current Culture LV A Feedback 14 Assessors

The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0

Cultural Entropy 38% Personal Entropy 64%

1. short-term focus (L) 13 Level 1 power (L) 11 Level 3

2. blame (L) 11 Level 2 blame (L) 10 Level 2
demanding (L) 10 Level 2
3. manipulation (L) 10 Level 2
manipulative (L) 10 Level 2
4. caution (L) 7 Level 1
experience 9 Level 3
5. cynicism (L) 7 Level 3
controlling (L) 8 Level 1
6. bureaucracy (L) 6 Level 3
arrogant (L) 7 Level 3
7. control (L) 6 Level 1
authoritarian (L) 6 Level 1
8. cost reduction 5 Level 1 exploitative (L) 6 Level 1
9. empire building (L) 5 Level 2 ruthless (L) 6 Level 1
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3 50

Cultural Evolution Begins with Personal Evolution
Culture Values Leader’s Values
CVA Current Culture LV A Feedback 27 Assessors

The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

Cultural Entropy 7% Personal Entropy 9%

1. customer satisfaction 16 Level 2 continuous learning 11 Level 4

2. commitment 11 Level 5 generosity 11 Level 5
3. continuous learning 11 Level 4 commitment 10 Level 5
4. making a difference 11 Level 6 positive attitude 10 Level 5
5. global perspective 9 Level 3 vision 10 Level 7
6. mentoring 9 Level 6 ambitious 9 Level 3
7. enthusiasm 8 Level 5 making a difference 8 Level 6
8. leadership development 8 Level 6 results orientation 8 Level 3
9. integrity 7 Level 5 honesty 7 Level 5
10. open communication 7 Level 2 integrity 7 Level 5
11. optimism 7 Level 5 intuition 7 Level 6
12. shared values 7 Level 5 leadership developer 7 Level 6
51

Personal Alignment of the Leaders

When leaders change their beliefs and
values (1), their behaviours change (2).

This influences the culture of the group
1 2
(3), which in turn changes the
behaviours of the group (4).

Organisational transformation
begins with the personal 3 4
transformation of the leaders.
Organisations don’t
transform. People do.
Wilber’s Four Quadrants

52

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. 53

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.

54

Jeff Vader

Jeff's Values Assessors' Top 11 Values
Level 7

Level 6

Level 5

Level 4

Level 3

Level 2
Matching
Level 1
Values 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
balance Level 6 Others
Matches 5 balance (home/work) Level 4 (physical/emotional/m see Jeff
balance Level 6 ental/spiritual)
(physical/emotional/ compassion Level 7
mental/spiritual)
empathy Level 6
empathy Level 6
employee development Level 4
fairness Level 5
forgiveness Level 7
internal community Level 5
builder humor/fun Level 5

nurturing Level 6 listener Level 2

personal relationships Level 2 mentoring Level 6
How Jeff positive attitude Level 5 nurturing Level 6
sees trustworthy Level 5 personal relationships Level 2
himself wisdom Level 7 positive attitude Level 5

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

Jeff Vader

Jeff's Assessors'
Values Values

10% 18%
7 7

C
30% 36%
6 6

40% 18%
5 5

T
10% 9%
4 4

0% 0%
3 0% 3 0%

S 2 0%
10%
2 0%
18%

0% 0% Level of
1 1
0% 0% Personal
0% 20% 40% 60%
Entropy
0% 20% 40% 60%

CTS = 80-10-10 CTS = 72-9-19
Entropy = 0% Entropy = 0%

S = Self-Interest
Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

Jim Vader

Jim's Values Assessors' Top 11 Values
Level 7

Level 6

Level 5

Level 4

Level 3

Level 2
Matching
Values Level 1
PL = 10-0 | IRO (P) = 3-4-3 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 4-5-2 | IRO (L) = 0-0-0
How
balance Level 6 balance Level 6
Others
Matches 3 (physical/emotional/ (physical/emotional/m see Jim
mental/spiritual) ental/spiritual)
goals orientation Level 4 compassion Level 7
listener Level 2 employee fulfillment Level 6
mission focus Level 4 humor/fun Level 5
organisational growth Level 1 listener Level 2
perseverance Level 4 mentoring Level 6
respect Level 2 personal relationships Level 2
results orientation Level 3 positive attitude Level 5
How Jim team player Level 4 strategic alliances Level 6
sees trustworthy Level 5 team player Level 4
himself vision Level 7



Jim Vader

Jim's Assessors'
Values Values

0% 18%
7 7

C
10% 36%
6 6

10% 18%
5 5

T
40% 9%
4 4

10% 0%
3 0% 3 0%

S 2 0%
20%
2 0%
18%

10% 0% Level of
1 1
0% 0% Personal
0% 20% 40% 60%
Entropy
0% 20% 40% 60%

CTS = 20-40-40 CTS = 72-9-19

S = Self-Interest
Values

Darth Vader

Darth's Values Assessors' Top 11 Values
Level 7

Level 6

Level 5

Level 4

Level 3

Level 2
Matching
Values 1
Level
PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0 PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0

ambitious Level 3 achievement Level 3
Matches 2
courage Level 4 authoritarian (L) Level 1
creativity Level 5 being the best Level 3 How
excellence Level 3 competitive (L) Level 2 Others
integrity Level 5 demanding (L) Level 2 see
long-term perspective Level 7 determination Level 4 Darth
passion Level 5 excellence Level 3
results orientation Level 3 knowledge Level 4
strategic alliances Level 6 power (L) Level 3
How
vision Level 7 results orientation Level 3
Darth
risk-taking Level 4
sees
himself



Darth Vader

Darth's Assessors'
Values Values

20% 0%
7 7

C
10% 0%
6 6

30% 0%
5 5

T
10% 27%
4 4

30% 36%
3 0% 3 9%

S 2
0%
0% 2
0%
18%

0% 0% Level of
1 1
0% 9% Personal
0% 20% 40% 60%
Entropy
0% 20% 40% 60%

CTS = 60-10-30 CTS = 0-27-73

S = Self-Interest
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.

61

National and Regional Values
Assessments

62

Stages in the Development of National Consciousness
Global Sustainability
Human Rights, Future Generations,
Service
Ecological Resilience.

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

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

Democratic Processes
Transformation Equality, Freedom of Speech, Consensus,
Adaptability, Accountability.
Institutional Effectiveness
Rule of Law, National Pride, Governmental
Self-esteem
Efficiency. Bureaucracy, Elitism, Power

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

Economic Stability
Survival Prosperity. Health, Defense, Social Safety Nets.
Corruption, Greed, Violence
63

National/Regional Values Assessments
Australia France Argentina

Belgium Latvia Venezuela

Bhutan South Africa
Not statistically valid

Brazil Spain (r)

Sweden Requests from
Canada United Arab Emirates
Trinidad
Switzerland Singapore
Denmark New Zealand
Israel
United Kingdom (r) Hungary
Finland Romania
Slovakia
USA Norway
Iceland Puerto Rico
Costa Rica
Columbia
Macedonia (r)
As at Feb 2012
(r) = Region 64

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

May 2012 2013
65

Cultural Entropy in Nations
70
63%
60 56%
53% 54%
51%
50 47% 48%
43% 44%

40
% 34%
32%
30 26%
21%
20

10 6%

0

Cultural entropy is a measure of the dysfunction,
anxiety and fear in a social system.
66

Iceland

67

Iceland: August 2008 (635) What
citizens
believe is
necessary
Level 7
for the
Level 6
country to
TheLevel 5 that
values achieve its
are Level 4
important to full
citizens in their potential
Level 3
personal lives.
Level 2

Level 1
PL= 11-0 | IRS (P)= 6-5-0 | IRS (L)= 0-0-0 PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0 PL= 10-0 | IROS (P)= 3-2-3-2 | IROS (L)= 0-0-0-0

Matches 1. family 420 Level 2 1. materialistic (L) 419 Level 1 1. accountability 352 Level 4

PV - CC 0 2. honesty 297 Level 5 2. short-term focus (L) 324 Level 1 2. family 307 Level 2
CC - DC 0
PV - DC 4 3. responsibility 258 Level 4 3. educational opportunities 275 Level 3 3. employment opportunities 281 Level 1

4. accountability 225 Level 4 4. uncertainty 275 Level 1 4. financial stability 249 Level 1
about the future (L)
5. financial stability 185 Level 1 5. optimism 233 Level 5
5. corruption (L) 269 Level 1

6. trust 181 Level 5 6. dependable public services 228 Level 3
6. elitism (L) 264 Level 3

7. friendship 175 Level 2 7. honesty 222 Level 5
7. material needs 224 Level 1

8. positive attitude 175 Level 5 8. social responsibility 174 Level 4
8. wasted resources (L) 207 Level 3

9. humor/fun 158 Level 5 9. human rights 163 Level 7
9. gender discrimination (L) 196 Level 2

10. adaptability 155 Level 4 10. poverty reduction 160 Level 1
10. blame (L) 177 Level 2

11. respect 155 Level 2

Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = organisational
Orange = PV, CC & DC How citizens experience the country - What is working
Blue = PV & DC (white circle) R = Relationship S = Societal
well? What is undermining the sustainability
Values Plot Copyright 2008 Barrett Values Centre September 2008
www.valuescentre.com of the country. 68

Iceland: August 2008 (635)


8% 6% 11%
7 7 7

C
7% 7% 9%
6 6 6

24% 4% 18%
5 5 5

T
23% 12% 27%
4 4 4

8% 9% 11%
3 0% 3 12%
3 0%

S 2 2%
17%
2
3%
13%
2 0%
11%

10% 5% 13%
1 2% 1 29%
1 0%

0% 20% 40% 0% 20% 40% 0% 20% 40%

CTS = 39-23-38 CTS = 17-12-71 CTS = 38-27-35

S = Self-Interest
Values
Values Distribution Copyright 2008 Barrett Values Centre September 200869

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)

70

Iceland

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

71

USA 2009

72

Navigating Cultural Transformation

Navigating Cultural Transformation

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