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The New Leadership Paradigm
Building a Sustainable Future for Everyone

Richard Barrett
January 2012




  www.valuescentre.com
www.valuescentre.com                         1
www.valuescentre.com
A Crisis in Leadership




                         2
A Crisis in Leadership



   John Kotter, Harvard Business School




  After conducting fourteen formal studies and more
  than a thousand interviews, directly observing dozens
  of executives in action, and compiling innumerable
  surveys, I am completely convinced that most
  organisations today lack the leadership they
  need.

  John P. Kotter and James L. Heskett, Corporate Culture and
  Performance (New York: The Free Press, 1992).




                                                               3
A Crisis in Leadership

       Shoshana Zuboff, Harvard Business School


     I have come to believe that much of what my
     colleagues and I taught has caused real
     suffering, suppressed wealth creation, destabilized the
     world economy, and accelerated the demise of the
     20th century capitalism.

     We managed to produce a generation of
     managers and business professionals that is
     deeply mistrusted and despised by a majority of
     people in our society and around the world. This
     is a terrible failure.

     Shoshana Zuboff, ―The Old Solutions Have Become the New
     Problems,‖ Business Week, Viewpoint, July 2, 2009.



                                                               4
A Crisis in Leadership



      Bill George, Harvard Business School


  An enormous vacuum in leadership exists today—in
  business, politics, government, education, religion, and
  nonprofit organizations. Yet there is no shortage of
  people with the capacity for leadership.

  The problem is we have a wrongheaded notion of
  what constitutes a leader, driven by an obsession
  with leaders at the top.

  Bill George, True North: Discover Your Authentic Leadership
  (San Francisco: Jossey-Bass, 2007).




                                                                5
A Crisis in Leadership



      Bill George, Harvard Business School




   Every successful business leader has to
      make the shift from ―I‖ to ―we.‖
 Bill George, True North: Discover Your Authentic Leadership
 (San Francisco: Jossey-Bass, 2007).




                                                               6
The Global Sustainability
Challenge?




                            7
Global Sustainability Issues

                         Global        Pollution
             Global     Terrorism                         Energy
            Economy                                      Resilience


Natural
                                                                      Pandemics
Disasters
                           The significant problems
                           we face cannot be solved
                           at the same level of
                           thinking that created them.
Climate                                                                Species
Change                                                                Extinction



              Water                                        Food
            Shortages    Poverty        Waste            Resilience
                        Reduction      Disposal




                                                                                   8
The Sustainability Challenge




 The problems of existence have become
global but the decision-making structures
     we have for dealing with them
               are national.

   We cannot move forward without a
   high degree of global cooperation.



                                            9
A New Leadership Paradigm


                    The paradigm that divides the
                         world into the social
                    sector, the private sector, and
                      the governmental sector
                            is not working.

     Private          It creates artificial barriers.
     Sector          We are each a constituent of
                      the problem, so we have to
                        combine our forces, our
Public     Social   efforts, and our competencies.
Sector     Sector
                     Tex Gunning, Unilever, Best
                            Foods Asia


                                                        10
Sustainability and the New Leadership Paradigm



Our Business Leaders need to recognise that:

Business is a wholly owned subsidiary of society, and society
      is wholly owned subsidiary of the environment.



 If we lose our environment and our life-support systems,
                  our society will perish.


    If we lose our society, we will lose our economy and
               our businesses will perish too.




                                                                11
A New Leadership Paradigm

WE NEED A NEW LEADERSHIP PARADIGM



    A shift in focus from “I” to “we”



        A shift from self-interest to the common good



     A shift from being the best in the world
             to the best for the world.

                                                        12
A New Leadership Paradigm




 Ultimately, the problems of existence we
     face are issues of consciousness.

   We will only get beyond this stage of our
  collective evolution if we can put aside our
    narrow self-interest, focus on the whole
system, and build a values-driven framework of
    policies that support the common good.




               Richard Barrett, The New Leadership Paradigm, 2011

                                                                    13
The Good News




         For the first time in human history we have
          the possibility of making the evolution of
                   consciousness, conscious.

             Why now? Because we can measure
          it, both at a personal, organizational and
                         national level.

                  And if you can measure it,
                     you can manage it.



        Richard Barrett, The New Leadership Paradigm, 2011

                                                             14
Models and Tools for Personal and Cultural Transformation




         Organisational       Implementing Cultural
          Growth and             Transformation.
        Transformation.       Eight Years Experience
           Measuring          of Measuring Personal
       Consciousness by         and Organisational
        Mapping Values          Consciousness and
                                 Exploring Whole
                                 System Change


            1998
                                     2006               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.




                                                                         16
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


                                                                              17
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



                                                                           18
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


                                                                                       19
Stages in the Development of Organisational Consciousness


                                     Positive Focus / Excessive Focus
                                     Service To Humanity And The Planet
                                     Social responsibility, future generations, long-term
     Service                         perspective, ethics, compassion, humility
                                     Strategic Alliances and Partnerships
                                     Environmental awareness, community
 Making a difference                 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, teamwor
                                     k, 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


                                                                                      20
Personal Values




Pick ten values/behaviours that most reflect who you are, not
                 who you desired to become.


                                                                21
Current Culture Values




   Pick ten values/behaviours that most reflect how your
              organisation currently operates.


                                                           22
Desired Culture Values




Pick ten values/behaviours that, in your opinion, are essential for
      your organisation to achieve its highest performance.


                                                                      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)




                                          How employees experience the company - What is
     Black Underline = PV & CC          working well? What is undermining the sustainability Individual
                                     Orange = CC & DC  P = Positive  L = Potentially Limiting I=                                    O = Organizational
     Orange = PV, CC & DC            Blue = PV & DC
                                                          of the company.
                                                                     (white circle)           R = Relationship                      S = Societal

  Values Plot                                                  Copyright 2011 Barrett Values Centre                                           February 2011
                                                                                                                                                          26
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         6%
                                                                                                   1    1%


                                         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 2011
Nedbank, South Africa:
An Example of Cultural Evolution




                                   28
Nedbank and CTT




                  29
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 25%                Entropy 19%                 Entropy 17%               Entropy 14%
                                                                                                             30
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%
                                                                                         31
Nedbank Group 2010
                          Personal Values                         Current Culture Values                      Desired Culture Values
   Level 7

   Level 6

   Level 5

   Level 4

   Level 3

   Level 2

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

   Matches        1. accountability            7563 4(R)     1. accountability                4601 4(R)   1. accountability               6063 4(R)

   PV - CC 2      2. honesty                   5168 5(I)     2. client satisfaction           3784 2(O)   2. client satisfaction          4085 2(O)
   CC - DC 6
   PV - DC 4                                                                                                                              3583 4(O)
                  3. commitment                4770 5(I)     3. client-driven                 3174 6(O)   3. balance (home/work)

    Health        4. respect                   3832 2(R)     4. teamwork                      2204 4(R)   4. employee recognition         2874 2(R)
    Index
     (PL)         5. integrity                 3508 5(I)     5. brand reputation              2193 3(O)   5. client-driven                2646 6(O)

   PV: 10-0
   CC: 10-0       6. family                    3504 2(R)     6. being the best                2113 3(O)   6. honesty                      2592 5(I)
   DC: 10-0
                  7. responsibility            3013 4(I)     7. achievement                   2098 3(I)   7. teamwork                     2529 4(R)

                  8. caring                    2992 2(R)     8. community involvement 2079 6(S)           8. employee satisfaction        2525 2(O)

                  9. balance                   2981 4(I)     9. cost-consciousness            2041 3(O)   9. commitment                   2518 5(I)
                    (home/work)
                                               2664 3(I)     10. commitment                   2020 5(I)   10. achievement                 2386 3(I)
                  10. efficiency




      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

Values Plot                                            Copyright 2010 Barrett Values Centre                                              April 2010
                                                                                                                                                  32
Nedbank: Group (2011)
                         Personal Values                               Current Culture Values                            Desired Culture Values
 Level 7

 Level 6

 Level 5

 Level 4

 Level 3

 Level 2

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

 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)


               9.   responsibility             3279    4(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)




   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

Values Plot                                              Copyright 2011 Barrett Values Centre                                                      April 2011
                                                                                                                                                            33
Nedbank: Group (2011)

                                                Personal                         Current Culture                  Desired Culture
                                                 Values                              Values                           Values

                                            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
                                            Entropy = 2%                         Entropy = 11%                         Entropy = 1%

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

Values Distribution                             Copyright 2011 Barrett Values Centre                                             April 201134
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



                                                                                                      35
number of participants      Nedbank: Response Rate to Values Survey



                         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


                                                                                        36
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



                                                       37
Nedbank: Financialon Financial Performance
 Nedbank: Impact Impact of Cultural Evolution



                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




                                                            38
Nedbank: Financialon Financial Performance
 Nedbank: Impact Impact of Cultural Evolution




            Revenue Rm (operating income)
 25000

                                                           23630
 20000                           22428   22077     21570
                         18948
 15000
                 15809
         14027
 10000

  5000

     0

         2004     2005   2006    2007       2008   2009    2010




                                                                   39
What Evolution can teach us
about the
New Leadership Paradigm



        • Three Universal Principles
        • Five Characteristics/Strategies
        • Six Levels of Decision Making

                                            40
What is Evolution?



             Evolution: The continually   unfolding ability
             to respond to increasingly complex life conditions.


                     At each stage of evolution – from
                     atoms, to cells, to creatures – there
                     was not only an expansion in
                     awareness, but also an expansion
                     in the range of possible reactions or
                     responses that an entity could
                     make to changes in its internal or
                     external environment.

                         An increase in external complexity
                              demanded an increase in
                                 internal complexity

                                                                   41
The Universal Stages of Evolution

From the Big Bang …                                      to the Present Day
                                  Stage 1
                                  Entities learn how to become
                                  viable and independent in their
                                  frameworks of existence.

                                  Stage 2
                                  As life conditions become more
                                  complex, viable independent
                                  entities bond with each other to
                                  create a group structures.

                                  Stage 3
                                  Viable independent group
                                  structures then cooperate with
                                  each other to form a higher
                                  order entity.



 Energy    Atoms   Molecules   Cells   Organisms    Creatures        Homo sapiens



                                                                                    42
The Universal Stages of Evolution


                     Homo sapiens                   Nations                    Humanity
Levels of Being




                     Eukaryotic cell              Organisms                    Creatures


                     Carbon atom                   Molecules                   Cells

                   Big Bang: Particles/waves of information existing in a quantum energy field.


                                                 Evolution

                                                                             Stage 3:
                    Stage 1:                    Stage 2:
                                                                             Viable
                    Entities learn how          As life conditions
                                                                             independent group
                    to become viable            become more
                                                                             structures then
                    and independent             complex, viable
                                                                             cooperate with
                    in their                    independent
                                                                             each other to form
                    frameworks of               entities bond with
                                                                             a higher order
                    existence.                  each other to
                                                                             entity.
                                                create a group
                                                structures.

                                                                                                  43
The Human Body


                 Stage 1: Cells are viable
                 independent entities that know
                 what to do to maintain internal
                 stability and external equilibrium

                 Stage 2: Cells bonded together
                 to form group structures called
                 organs.

                 Stage 3: Organs cooperate with
                 each other to form a higher order
                 entity.

                 YOU!




                                                      44
The New Leadership Paradigm
Learning System



        More than a Book...       And also ...

        A Leadership              A Manual for
        Development               Personal Evolutionary
        Learning System for the   Coaching
        21st Century Leader
                                                     45
Development as ...


When Evolution produced Homo Sapiens the arrow of evolution
 shifted from physical evolution to consciousness evolution.




     Development as the Evolution of
        Human Consciousness

                       Richard Barrett




                                                               46
Human Evolution



   Human
Consciousness   Stages of
                                STAGE 3: EXTERNAL COHESION
(World Views)   Evolution   Cooperating to form a higher order entity

                Stage 3




                                                                        Evolution
                Stage 2         STAGE 2: INTERNAL COHESION
                               Bonding to form a group structure

                Stage 1


                                 STAGE 1: PERSONAL MASTERY
                               Becoming viable and independent
                                in your framework of existence



                                                                               47
Leading Yourself




                    If you can’t lead yourself, then you will
                           not be able to lead others

                   If you can’t lead others, then you will not
                        be able to lead an organisation

                    If you can’t lead an organisation, then
                         you will not be able to lead a
                            community or a nation




                                                                 48
Stages of Leadership Development

                                                                       Leading an
              Leading Self              Leading a Team                Organisation
            Stage 3:                    Stage 3:                   Stage 3:
            External Cohesion           External Cohesion          External Cohesion

            Cooperating with other      Cooperating with other     Cooperating with other
            individuals who share the   Teams who share the        Organizations who share
            same values and mission     same values and vision     the same values and
            to leverage impact                                     vision


            Stage 2:                    Stage 2:                   Stage 2:
            Internal Cohesion           Internal Cohesion          Internal Cohesion
Evolution




            Aligning the motivations    Aligning the motivations   Aligning the motivations
            of the Ego with the Soul    of Team members with       of Staff members with
            (bonding) to become an      the mission of the Team    the vision and values of
            authentic individual        for team alignment         the Organization


            Stage 1:                    Stage 1:                   Stage 1:
            Personal Mastery            Team Mastery               Personal Mastery

            Overcoming the fears of     Overcoming the fears of    Overcoming the fears of
            the Ego to become viable    individual Team members    individual Staff members
            and independent in your     To minimize cultural       to minimize cultural
            framework of existence      entropy                    entropy


                                                                                              49
Components of the New Leadership Paradigm
            Learning System




  The               The
  Book          Multi-media
                 Web site             The
                                   Workbooks
                                  and Journals
                                                 50
The Book

                 A Leadership
            Development Text Book
              for the 21st Century
                     Leader
                   (530 pages)

           Part 1: Fundamentals
           Part 2: Leading Self
           Part 3: Leading Others
           Part 4: Leading an Organisation
           Part 5: Leading in Society
           Part 6: Annexes
           Annex 1: The Learning System
           Annex 2: Cultural Transformation Tools
           Annex 3: The Seven Levels of
           Consciousness

                                                    51
The Web Site




                                    A State-of-the-
                                   Art, Multi-media,
                                    Web site that is
                                       constantly
                                    updated based
                                   on the feedback
                                    of users and as
                                     new articles,
                                     videos, books
                                       and other
                                       materials
                                        become
   www.newleadershipparadigm.com        available


                                                  52
The Journals/Workbooks




                           Leading Self
                           (43 Exercises)

                          Leading a Team
                           (28 Exercises)

                            Leading an
                           Organisation
                           (33 Exercises)

                         Leading in Society
                           (30 Exercises)




                                              53
The Journals/Workbooks



                        Leading Self




                       Leading Others



   Feedback                                        Feedback
    Loops                                           Loops




  Leading an Organisation              Leading in Society




                                                              54
Who Will Be Using the Learning System?


• Consultants and Coaches who are supporting the next
generation of leaders

• Change agents and OD practitioners who are looking for new,
cost effective ways to make leadership training available to
large numbers of people in their organizations

• Universities and Business Schools searching for cutting-edge
training materials to support their undergraduate and mature
students

• Individuals who want to grow, develop and become all they
can become



                                                                 55
Love, Fear and the
Destiny of Nations




                     56
Love, Fear and the Destiny of Nations

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




        Spring 2012                    Winter 2012
                                                            57
National Values Assessments
Denmark                 Latvia                  Sweden         Canada




Iceland                 Bhutan                  USA            Belgium



Finland                 UK   North West)        Australia      Brazil




Spain   (Extremadura)   Macedonia    (Skopje)   South Africa   Switzerland




                                                                             58
Stages in the Development of National Consciousness

                                  Positive Focus / Excessive Focus
                                  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


                                                                                  59
Cultural Entropy in Nations


0.7
                                                                                   63%
0.6                                                                          56%
                                                                 53%   54%
                                                           51%
0.5                                            47%   48%
                                   43%   44%
0.4
                             34%
                       32%
0.3              26%
           21%
0.2


0.1   6%

 0




                      Cultural entropy is a measure of the
                 dysfunction, anxiety and fear in a social system
                                                                                         60
Cultural Entropy in Nations Nations
    Cultural Entropy Impacts in



Entropy   Impact
< 10%     Healthy Culture: This is a low and healthy level of cultural entropy.

11%-20%   Minor Issues: This level of cultural entropy reflects some degree of dissatisfaction
          requiring cultural or structural adjustment. It is important to reduce the level of
          cultural entropy to improve individual and societal well-being.
21%-30%   Significant Issues: This level of cultural entropy reflects potential unease and/or
          social unrest within the population requiring immediate attention. It is important to
          reduce the level of cultural entropy to improve individual and societal well-being.
31%-40%   Serious Issues: This level of cultural entropy reflects unresolved issues among the
          population that, if left unaddressed, could lead to demonstrations and create
          conflicts requiring resolution. It is important to reduce the level of cultural entropy
          to improve individual and societal well-being.
41%+      Critical Issues: This level of cultural entropy reflects endemic issues that could
          lead to demonstrations, violent disorder and/or major financial disruption indicating
          a need for change in policy and/or a change in government. It is important to
          reduce the level of cultural entropy to improve individual and societal well-being.




                                                                                               61
Iceland




          62
Iceland: August 2008 (635)                                                                                                                 What
                                                                                                                                                                 citizens
                                                                                                                                                                believe is
                                Personal Values                                    Current Culture Values                                  Desired Culture Values
                                                                                                                                                               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
                                                                 of the country.                                                                                                   63
Iceland: August 2008 (635)

                                             Personal                         Current Culture             Desired Culture
                                              Values                              Values                      Values

                                             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
                                         Entropy = 4%                        Entropy = 54%                      Entropy = 0%

                                        C = Common Good                                               Positive Values
                                        T = Transformation                                            Potentially Limiting
                                        S = Self-Interest
                                                                                                      Values
Values Distribution                          Copyright 2008 Barrett Values Centre                               September 2008
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)




                                                         65
Iceland




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




                                                                                                        66
USA 2009




           67
USA: Group (1502)
                                Personal Values                                 Current Culture Values                                Desired Culture Values
   Level 7

   Level 6

   Level 5

   Level 4

   Level 3

   Level 2

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

    Matches         1. family                            691   2(R)       1. corruption (L)                    748       1(O)   1. accountability                       703   4(R)


   PV - CC    0     2. caring                            657   2(R)       2. blame (L)                         681       2(R)   2. concern for future                   516   7(S)
   CC - DC    0                                                                                                                    generations
   PV - DC    1     3. honesty                           576   5(I)       3. bureaucracy (L)                   681       3(O)   3. employment opportunities             497   1(O)


     Health         4. humor/fun                         548   5(I)       4. crime/violence (L)                628       1(R)   4. caring for the elderly               467   4(S)
   Index (PL)
                    5. compassion                        469   7(R)       5. uncertainty about the future 567            1(I)   5. affordable housing                   429   1(O)
    PV: 11-0                                                                 (L)
    CC: 0-10
                    6. responsibility                    461   4(I)       6. wasted resources (L)              552       3(O)   6. peace                                429   7(S)
    DC: 10-0

                    7. friendship                        407   2(R)       7. materialistic (L)                 527       1(I)   7. caring for the disadvantaged         398   4(S)


                    8. respect                           392   2(R)       8. unemployment (L)                  466       1(O)   8. financial stability                  368   1(I)


                    9. accountability                    388   4(R)       9. conflict/aggression (L)           426       2(R)   9. quality of life                      335   6(I)


                    10. independence                     359   4(I)       10. poverty (L)                      358       1(I)   10. poverty reduction                   325   1(O)


                    11. patience                         359   5(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

Values Plot                                                           Copyright 2009 Barrett Values Centre                                                          January 2009
                                                                                                                                                                               68
USA: Group (1502)

                                            Personal                         Current Culture           Desired Culture
                                             Values                              Values                    Values

                                            9%                                     7%                           17%
                                  7                                     7                          7


     C
                                           5%                                      9%                          13%
                                  6                                     6                          6

                                                      27%                        5%                            14%
                                  5                                     5                          5


     T
                                                 19%                                  13%                           22%
                                  4                                     4                          4

                                             11%                                   8%                          12%
                                  3    1%                               3            13%
                                                                                                   3    2%



     S                            2    2%
                                                 18%
                                                                        2
                                                                                 3%
                                                                                      12%
                                                                                                   2
                                                                                                         6%
                                                                                                        1%


                                           4%                                    4%                           11%
                                  1        3%                           1                   27%
                                                                                                   1    2%


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

                                       CTS = 41-19-40                            CTS = 21-13-66             CTS = 44-22-34
                                        Entropy = 6%                         Entropy = 52%                   Entropy = 5%

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

Values Distribution                         Copyright 2009 Barrett Values Centre                               January 2009
Bhutan




         70
Bhutan: Group (403)
                              Personal Values                                    Current Culture Values                                 Desired Culture Values
   Level 7

   Level 6

   Level 5

   Level 4

   Level 3

   Level 2

   Level 1
                       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         1. friendship                         180   2(R)       1. continuous improvement              195       4(O)   1. education                          115   4(O)


   PV - CC    1     2. continuous learning                160   4(I)       2. environmental                       104       1(O)   2. continuous improvement             113   4(O)
   CC - DC    6                                                               protection
   PV - DC    2     3. compassion                         128   7(R)                                                               3. freedom of speech                  113   4(O)
                                                                           3. strict moral/religious              104       3(O)

                    4. caution (L)                        122   1(I)          codes                                                4. economic growth                    107   1(O)
     Health
   Index (PL)
                                                                           4. political rights                    102       3(O)
                    5. sincerity                          121   5(I)                                                               5. social justice                     100   4(S)
    PV: 9-1
    CC: 11-0                                                               5. education                           100       4(O)
                    6. social justice                     118   7(S)                                                               6. contentment                        93    5(I)
    DC: 10-0
                                                                           6. nature conservancy                   91       6(S)
                    7. self-discipline                    102   1(I)                                                               7. environmental protection           89    1(O)

                                                                           7. shared vision                        90       5(O)
                    8. optimism                           95    5(I)                                                               8. compassion                         83    7(R)

                                                                           8. information availability             88       3(O)
                    9. helpfulness                        94    2(R)                                                               9. full employment                    82    3(O)

                                                                           9. shared values                        88       5(O)
                    10. caring                            92    2(R)                                                               10. strict moral/religious            82    3(O)
                                                                                                                                       codes
                                                                           10. contentment                         87       5(I)


                                                                           11. social justice                      87       4(S)

      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

Values Plot                                                            Copyright 2009 Barrett Values Centre                                                          January 2009
Bhutan: Group (403)

                                             Personal                         Current Culture            Desired Culture
                                              Values                              Values                     Values

                                                  14%                               9%                          11%
                                   7                                     7                           7


     C
                                              10%                                   10%                         10%
                                   6                                     6                           6

                                                        25%                              18%                      17%
                                   5                                     5                           5


     T
                                                   19%                                         32%                      31%
                                   4                                     4                           4

                                              10%                                    13%                         12%
                                   3    2%                               3    1%
                                                                                                     3    1%



     S                             2    1%
                                               12%
                                                                         2    1%
                                                                                8%
                                                                                                     2    1%
                                                                                                            8%



                                             5%                                  8%                         8%
                                   1        3%                           1     2%
                                                                                                     1    2%


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

                                        CTS = 49-19-32                            CTS = 37-32-31              CTS = 38-31-31
                                         Entropy = 6%                              Entropy = 4%                Entropy = 4%

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

Values Distribution                          Copyright 2009 Barrett Values Centre                                January 2009
Canadian National Assessment: Group (1250)
                             Personal Values                         Current Culture Values                             Desired Culture Values
   Level 7

   Level 6

   Level 5

   Level 4

   Level 3

   Level 2

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

   Matches        1. honesty                   577     5(I)     1. bureaucracy (L)                 471 3(O)        1. accountability                 511 4(R)

   PV - CC 0      2. family                    481 2(R)         2. human rights                    444 7(S)        2. caring for the elderly         461 4(S)
   CC - DC 1
   PV - DC 0
                  3. caring                    436 2(R)         3. freedom of speech               375 4(O)        3. affordable housing             450 1(O)

    Health        4. humor/fun                 427     5(I)     4. wasted resources (L)            371 3(O)        4. effective healthcare           400 1(O)
    Index
     (PL)         5. respect                   371 2(R)         5. unemployment (L)                304 1(O)        5. caring for the                 377 4(S)
                                                                                                                     disadvantaged
   PV: 10-0
    CC: 4-6       6. friendship                360 2(R)         6. crime/violence (L)              299 1(R)
   DC: 10-0                                                                                                        6. concern for future             356 7(S)
                  7. responsibility            353     4(I)     7. law enforcement                 284 3(O)           generations

                  8. positive attitude         324     5(I)     8. corruption (L)                  274 1(O)        7. poverty reduction              342 1(O)

                  9. trust                     322 5(R)         9. uncertainty about the           272      1(I)   8. employment opportunities       337 1(O)
                                                                   future (L)
                  10. patience                 313     5(I)                                                        9. human rights                   320 7(S)
                                                                10. quality of life                259      6(I)
                                                                                                                   10. governmental                  317 3(O)
                                                                                                                       effectiveness
      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

Values Plot                                               Copyright 2009 Barrett Values Centre                                                      May 2009
                                                                                                                                                           73
Canadian National Assessment: Group (1250)

                                             Personal                         Current Culture             Desired Culture
                                              Values                              Values                      Values

                                                                                                                    15
                                             8%                                      12%
                                   7                                     7                            7             %


                                                                                                                    15

     C
                                             7%                                      12%
                                   6                                     6                            6             %


                                                        29                                                          12
                                                                                    6%
                                   5                    %                5                            5             %


                                                   18                                                                    23

     T
                                                                                          19%
                                   4               %                     4                            4                  %


                                              10                                                                    12
                                                                                     10%
                                   3    1%
                                              %                          3                            3        2%
                                                                                                                    %
                                                                                     10%

                                                   17
     S                             2        2%
                                                   %                     2
                                                                                  4%
                                                                                   6%
                                                                                                      2
                                                                                                            5%
                                                                                                           1%

                                                                                                                    14
                                             6%                                     6%
                                   1        2%                           1                            1        2%
                                                                                                                    %
                                                                                         16%

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

                                        CTS = 44-18-38                         CTS = 30-19-51                  CTS = 42-23-35
                                         Entropy = 5%                         Entropy = 32%                     Entropy = 5%

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

Values Distribution                          Copyright 2009 Barrett Values Centre                                        May 2009
Development as ...



Development as Economic Growth (GNP)

           USA, Iceland, Canada


Development as Human Happiness (GNH)

                 Bhutan


    Whatever you focus on and measure
             is what you get.

                                        75
Cultural Entropy and Fear


At any moment in time:

Cultural Entropy = RF + DNA F + SF + ∑PF

RF = Regime Fear

DNA F = Cultural DNA Fear

SF = Situational Fear

PF = Personal Fear


                                           76
Cultural Fears Defined

There are three types of cultural fear:

a) Regime Fear
   The fear that is generated in totalitarian or authoritarian
   regimes that prevents people speaking the truth as they
   see it, and expressing a voice of dissention.

b) Cultural “DNA” Fear
       The fear that is based on the historical journey of an
   ethnic group that is passed from one generation to the
   next about meeting its deficiency needs.
    Power – Distance, Individualism – Collectivism,
    Masculinity – Femininity, Uncertainty Avoidance

c) Situational Fear
   The fear that is generated by citizen‘s reactions to events
   that destabilize the internal instability and external
   disequilibrium of the nation.

                                                                 77
Personal Fear Defined



Personal fear has two components:

a) Quality of parental upbringing
   The level of fear that we learn in our early years
   within in our family environment about satisfying our
   deficiency needs.

b) Cultural “DNA” Fear
   The fear that is based on the historical journey of an
   ethnic group that is passed from one generation to
   the next about meeting its deficiency needs.




                                                            78
Level of Fear vs. Democracy Index


                          Authoritarian        Pseudo-         Electoral     Liberal
                            Regime            Democracy       Democracy    Democracy
                350


                300


                250
Level of Fear




                200


                150


                100


                 50


                  0
                      1       2       3   4      5        6     7      8      9        10


                                          Democracy Index

                                                                                            79
Full Democracies (Liberal Democracies)

                    350


                    300
    Level of Fear



                    250


                    200


                    150


                    100


                     50


                      0
                          8   8.5           9             9.5           10


                                    Democracy Index


Denmark, Sweden, Norway, Netherlands, Finland, New
Zealand, Switzerland, Australia, Canada, Spain, Germany, Ireland, Belgium, Italy, USA, U
K, Greece, France, Portugal.                                                          80
Democracy and Fear

The nations with the lowest levels of Cultural DNA fear tend to be:

a) Rich—they have achieved a level of per capita income that allows
   people to satisfy their physiological deficiency needs.

b) Egalitarian—the people pay very little attention to race, gender or class
   divisions.

c) Social Safety Nets: The people feel cared for and safe—they trust that
    things will work out and are therefore at ease with uncertainty.

The nations with the highest levels of Cultural DNA fear tend to be:

a) Poor—they have a level of per capita income below $10,000 that does
   not allow people to satisfy their physiological deficiency needs.

b) High Inequality—powerful elites and dominated masses.

c) The people do not feel safe. No Social Safety Nets.



                                                                               81
The Level of Trust in Democracies

                  At one end of the democracy continuum we have nations with strong
                  fear-based cultures (pseudo-democracies), and at the other end of the
                  continuum we have nations with high trust-based cultures (liberal
                  democracies). We would expect therefore, to see that the nations with
                  the highest levels of democracy operate with the highest levels of trust.



                350                                                                        10

                300
                                                                                           9.5
                250




                                                                         Democracy Index
                                                                                            9
Level of Fear




                200

                150                                                                        8.5
                100
                                                                                            8
                 50

                  0                                                                        7.5
                      0          20          40         60          80                           0          20          40          60         80

                          Most People can be trusted (% agreeing)                                    Most People can be trusted (% agreeing)




                                                                                                                                                    82
Trust and Inequality

People are more likely to trust each other in societies where income
inequality is small, and less likely to trust each other where income
inequality is large. The highest levels of trust in the world are found
in the Nordic nations and the Netherlands.
   Income Inequality


                       High
                       Low




                              0   10    20      30     40      50     60         70   80


                                       Most People can be trusted (% agreeing)


                                                                                           83
How do we reduce fear and increase trust?



Reducing Cultural Fear

1. Evolve into a liberal democracy. Becoming a
   democracy begins to reduce the level of ―regime‖ fear.

2. Reduce the level of Cultural DNA Fear by satisfying
   peoples‘ physiological and psychological deficiency
   needs.

3. Reduce Inequality ... Increase trust

4. Manage and reduce the level of ―Situational‖ fears.




                                                            84
How do we reduce fear and increase trust?


Reducing Personal Fear

1. Improve the quality of parenting (minimize learned fears
associated with satisfying deficiency needs).

The depth and intensity of our learned personal fears
depends on:

a) the level of cultural fear that is transmitted to us through our
   parents and close relatives, and

b) the psychological evolution of our parents—the level of
   individuation and self-actualization they have reached. The more
   individuated and self-actualized they are, the less personal fears
   we will assimilate during our childhood and teenage years.




                                                                        85
The Need for Global Governance


There comes a moment in the evolution
of every society when the complexity of
life conditions that are impacting its
survival become so overwhelming that it
is impossible for any leader, no matter
how intelligent, or any political party, no
matter how skilled, to fully control the
society’s future.

The only way to survive in such situations
is to work together with other societies for
the good of the whole. This has become
a fundamental and urgent requirement on
which the well-being of humanity now
depends.

Richard Barrett

                                               86
Getting to Global Governance


Stage 1:

Nations become viable and independent
democracies

Stage 2:

Nations bond together to form regional
group structures... Eg. European Union


Stage 3:

Regional Group Structures cooperate to
form a higher order entity – global
democratic governance


                                         87
For more information


www.valuescentre.com


www.newleadershipparadigm.com


www.richardbarrett.net


Or

Write to me at:

Richard@valuescentre.com



                                88

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Building a sustainable future for everyone

  • 1. The New Leadership Paradigm Building a Sustainable Future for Everyone Richard Barrett January 2012 www.valuescentre.com www.valuescentre.com 1 www.valuescentre.com
  • 2. A Crisis in Leadership 2
  • 3. A Crisis in Leadership John Kotter, Harvard Business School After conducting fourteen formal studies and more than a thousand interviews, directly observing dozens of executives in action, and compiling innumerable surveys, I am completely convinced that most organisations today lack the leadership they need. John P. Kotter and James L. Heskett, Corporate Culture and Performance (New York: The Free Press, 1992). 3
  • 4. A Crisis in Leadership Shoshana Zuboff, Harvard Business School I have come to believe that much of what my colleagues and I taught has caused real suffering, suppressed wealth creation, destabilized the world economy, and accelerated the demise of the 20th century capitalism. We managed to produce a generation of managers and business professionals that is deeply mistrusted and despised by a majority of people in our society and around the world. This is a terrible failure. Shoshana Zuboff, ―The Old Solutions Have Become the New Problems,‖ Business Week, Viewpoint, July 2, 2009. 4
  • 5. A Crisis in Leadership Bill George, Harvard Business School An enormous vacuum in leadership exists today—in business, politics, government, education, religion, and nonprofit organizations. Yet there is no shortage of people with the capacity for leadership. The problem is we have a wrongheaded notion of what constitutes a leader, driven by an obsession with leaders at the top. Bill George, True North: Discover Your Authentic Leadership (San Francisco: Jossey-Bass, 2007). 5
  • 6. A Crisis in Leadership Bill George, Harvard Business School Every successful business leader has to make the shift from ―I‖ to ―we.‖ Bill George, True North: Discover Your Authentic Leadership (San Francisco: Jossey-Bass, 2007). 6
  • 8. Global Sustainability Issues Global Pollution Global Terrorism Energy Economy Resilience Natural Pandemics Disasters The significant problems we face cannot be solved at the same level of thinking that created them. Climate Species Change Extinction Water Food Shortages Poverty Waste Resilience Reduction Disposal 8
  • 9. The Sustainability Challenge The problems of existence have become global but the decision-making structures we have for dealing with them are national. We cannot move forward without a high degree of global cooperation. 9
  • 10. A New Leadership Paradigm The paradigm that divides the world into the social sector, the private sector, and the governmental sector is not working. Private It creates artificial barriers. Sector We are each a constituent of the problem, so we have to combine our forces, our Public Social efforts, and our competencies. Sector Sector Tex Gunning, Unilever, Best Foods Asia 10
  • 11. Sustainability and the New Leadership Paradigm Our Business Leaders need to recognise that: Business is a wholly owned subsidiary of society, and society is wholly owned subsidiary of the environment. If we lose our environment and our life-support systems, our society will perish. If we lose our society, we will lose our economy and our businesses will perish too. 11
  • 12. A New Leadership Paradigm WE NEED A NEW LEADERSHIP PARADIGM A shift in focus from “I” to “we” A shift from self-interest to the common good A shift from being the best in the world to the best for the world. 12
  • 13. A New Leadership Paradigm Ultimately, the problems of existence we face are issues of consciousness. We will only get beyond this stage of our collective evolution if we can put aside our narrow self-interest, focus on the whole system, and build a values-driven framework of policies that support the common good. Richard Barrett, The New Leadership Paradigm, 2011 13
  • 14. The Good News For the first time in human history we have the possibility of making the evolution of consciousness, conscious. Why now? Because we can measure it, both at a personal, organizational and national level. And if you can measure it, you can manage it. Richard Barrett, The New Leadership Paradigm, 2011 14
  • 15. Models and Tools for Personal and Cultural Transformation Organisational Implementing Cultural Growth and Transformation. Transformation. Eight Years Experience Measuring of Measuring Personal Consciousness by and Organisational Mapping Values Consciousness and Exploring Whole System Change 1998 2006 15
  • 16. 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. 16
  • 17. 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 17
  • 18. 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 18
  • 19. 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 19
  • 20. Stages in the Development of Organisational Consciousness Positive Focus / Excessive Focus Service To Humanity And The Planet Social responsibility, future generations, long-term Service perspective, ethics, compassion, humility Strategic Alliances and Partnerships Environmental awareness, community Making a difference 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, teamwor k, 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 20
  • 21. Personal Values Pick ten values/behaviours that most reflect who you are, not who you desired to become. 21
  • 22. Current Culture Values Pick ten values/behaviours that most reflect how your organisation currently operates. 22
  • 23. Desired Culture Values Pick ten values/behaviours that, in your opinion, are essential for your organisation to achieve its highest performance. 23
  • 24. 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
  • 25. 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
  • 26. 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) How employees experience the company - What is Black Underline = PV & CC working well? What is undermining the sustainability Individual Orange = CC & DC P = Positive L = Potentially Limiting I= O = Organizational Orange = PV, CC & DC Blue = PV & DC of the company. (white circle) R = Relationship S = Societal Values Plot Copyright 2011 Barrett Values Centre February 2011 26
  • 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 6% 1 1% 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 2011
  • 28. Nedbank, South Africa: An Example of Cultural Evolution 28
  • 30. 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 25% Entropy 19% Entropy 17% Entropy 14% 30
  • 31. 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% 31
  • 32. Nedbank Group 2010 Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0 Matches 1. accountability 7563 4(R) 1. accountability 4601 4(R) 1. accountability 6063 4(R) PV - CC 2 2. honesty 5168 5(I) 2. client satisfaction 3784 2(O) 2. client satisfaction 4085 2(O) CC - DC 6 PV - DC 4 3583 4(O) 3. commitment 4770 5(I) 3. client-driven 3174 6(O) 3. balance (home/work) Health 4. respect 3832 2(R) 4. teamwork 2204 4(R) 4. employee recognition 2874 2(R) Index (PL) 5. integrity 3508 5(I) 5. brand reputation 2193 3(O) 5. client-driven 2646 6(O) PV: 10-0 CC: 10-0 6. family 3504 2(R) 6. being the best 2113 3(O) 6. honesty 2592 5(I) DC: 10-0 7. responsibility 3013 4(I) 7. achievement 2098 3(I) 7. teamwork 2529 4(R) 8. caring 2992 2(R) 8. community involvement 2079 6(S) 8. employee satisfaction 2525 2(O) 9. balance 2981 4(I) 9. cost-consciousness 2041 3(O) 9. commitment 2518 5(I) (home/work) 2664 3(I) 10. commitment 2020 5(I) 10. achievement 2386 3(I) 10. efficiency 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 Values Plot Copyright 2010 Barrett Values Centre April 2010 32
  • 33. Nedbank: Group (2011) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0 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) 9. responsibility 3279 4(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) 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 Values Plot Copyright 2011 Barrett Values Centre April 2011 33
  • 34. Nedbank: Group (2011) Personal Current Culture Desired Culture Values Values Values 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 Entropy = 2% Entropy = 11% Entropy = 1% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest Values Values Distribution Copyright 2011 Barrett Values Centre April 201134
  • 35. 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 35
  • 36. number of participants Nedbank: Response Rate to Values Survey 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 36
  • 37. 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 37
  • 38. Nedbank: Financialon Financial Performance Nedbank: Impact Impact of Cultural Evolution 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 38
  • 39. Nedbank: Financialon Financial Performance Nedbank: Impact Impact of Cultural Evolution Revenue Rm (operating income) 25000 23630 20000 22428 22077 21570 18948 15000 15809 14027 10000 5000 0 2004 2005 2006 2007 2008 2009 2010 39
  • 40. What Evolution can teach us about the New Leadership Paradigm • Three Universal Principles • Five Characteristics/Strategies • Six Levels of Decision Making 40
  • 41. What is Evolution? Evolution: The continually unfolding ability to respond to increasingly complex life conditions. At each stage of evolution – from atoms, to cells, to creatures – there was not only an expansion in awareness, but also an expansion in the range of possible reactions or responses that an entity could make to changes in its internal or external environment. An increase in external complexity demanded an increase in internal complexity 41
  • 42. The Universal Stages of Evolution From the Big Bang … to the Present Day Stage 1 Entities learn how to become viable and independent in their frameworks of existence. Stage 2 As life conditions become more complex, viable independent entities bond with each other to create a group structures. Stage 3 Viable independent group structures then cooperate with each other to form a higher order entity. Energy Atoms Molecules Cells Organisms Creatures Homo sapiens 42
  • 43. The Universal Stages of Evolution Homo sapiens Nations Humanity Levels of Being Eukaryotic cell Organisms Creatures Carbon atom Molecules Cells Big Bang: Particles/waves of information existing in a quantum energy field. Evolution Stage 3: Stage 1: Stage 2: Viable Entities learn how As life conditions independent group to become viable become more structures then and independent complex, viable cooperate with in their independent each other to form frameworks of entities bond with a higher order existence. each other to entity. create a group structures. 43
  • 44. The Human Body Stage 1: Cells are viable independent entities that know what to do to maintain internal stability and external equilibrium Stage 2: Cells bonded together to form group structures called organs. Stage 3: Organs cooperate with each other to form a higher order entity. YOU! 44
  • 45. The New Leadership Paradigm Learning System More than a Book... And also ... A Leadership A Manual for Development Personal Evolutionary Learning System for the Coaching 21st Century Leader 45
  • 46. Development as ... When Evolution produced Homo Sapiens the arrow of evolution shifted from physical evolution to consciousness evolution. Development as the Evolution of Human Consciousness Richard Barrett 46
  • 47. Human Evolution Human Consciousness Stages of STAGE 3: EXTERNAL COHESION (World Views) Evolution Cooperating to form a higher order entity Stage 3 Evolution Stage 2 STAGE 2: INTERNAL COHESION Bonding to form a group structure Stage 1 STAGE 1: PERSONAL MASTERY Becoming viable and independent in your framework of existence 47
  • 48. Leading Yourself If you can’t lead yourself, then you will not be able to lead others If you can’t lead others, then you will not be able to lead an organisation If you can’t lead an organisation, then you will not be able to lead a community or a nation 48
  • 49. Stages of Leadership Development Leading an Leading Self Leading a Team Organisation Stage 3: Stage 3: Stage 3: External Cohesion External Cohesion External Cohesion Cooperating with other Cooperating with other Cooperating with other individuals who share the Teams who share the Organizations who share same values and mission same values and vision the same values and to leverage impact vision Stage 2: Stage 2: Stage 2: Internal Cohesion Internal Cohesion Internal Cohesion Evolution Aligning the motivations Aligning the motivations Aligning the motivations of the Ego with the Soul of Team members with of Staff members with (bonding) to become an the mission of the Team the vision and values of authentic individual for team alignment the Organization Stage 1: Stage 1: Stage 1: Personal Mastery Team Mastery Personal Mastery Overcoming the fears of Overcoming the fears of Overcoming the fears of the Ego to become viable individual Team members individual Staff members and independent in your To minimize cultural to minimize cultural framework of existence entropy entropy 49
  • 50. Components of the New Leadership Paradigm Learning System The The Book Multi-media Web site The Workbooks and Journals 50
  • 51. The Book A Leadership Development Text Book for the 21st Century Leader (530 pages) Part 1: Fundamentals Part 2: Leading Self Part 3: Leading Others Part 4: Leading an Organisation Part 5: Leading in Society Part 6: Annexes Annex 1: The Learning System Annex 2: Cultural Transformation Tools Annex 3: The Seven Levels of Consciousness 51
  • 52. The Web Site A State-of-the- Art, Multi-media, Web site that is constantly updated based on the feedback of users and as new articles, videos, books and other materials become www.newleadershipparadigm.com available 52
  • 53. The Journals/Workbooks Leading Self (43 Exercises) Leading a Team (28 Exercises) Leading an Organisation (33 Exercises) Leading in Society (30 Exercises) 53
  • 54. The Journals/Workbooks Leading Self Leading Others Feedback Feedback Loops Loops Leading an Organisation Leading in Society 54
  • 55. Who Will Be Using the Learning System? • Consultants and Coaches who are supporting the next generation of leaders • Change agents and OD practitioners who are looking for new, cost effective ways to make leadership training available to large numbers of people in their organizations • Universities and Business Schools searching for cutting-edge training materials to support their undergraduate and mature students • Individuals who want to grow, develop and become all they can become 55
  • 56. Love, Fear and the Destiny of Nations 56
  • 57. Love, Fear and the Destiny of Nations Volume 1: Volume 2: The Impact of the Evolution of Building Successful Consciousness on World Affairs Communities and Nations Spring 2012 Winter 2012 57
  • 58. National Values Assessments Denmark Latvia Sweden Canada Iceland Bhutan USA Belgium Finland UK North West) Australia Brazil Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland 58
  • 59. Stages in the Development of National Consciousness Positive Focus / Excessive Focus 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 59
  • 60. Cultural Entropy in Nations 0.7 63% 0.6 56% 53% 54% 51% 0.5 47% 48% 43% 44% 0.4 34% 32% 0.3 26% 21% 0.2 0.1 6% 0 Cultural entropy is a measure of the dysfunction, anxiety and fear in a social system 60
  • 61. Cultural Entropy in Nations Nations Cultural Entropy Impacts in Entropy Impact < 10% Healthy Culture: This is a low and healthy level of cultural entropy. 11%-20% Minor Issues: This level of cultural entropy reflects some degree of dissatisfaction requiring cultural or structural adjustment. It is important to reduce the level of cultural entropy to improve individual and societal well-being. 21%-30% Significant Issues: This level of cultural entropy reflects potential unease and/or social unrest within the population requiring immediate attention. It is important to reduce the level of cultural entropy to improve individual and societal well-being. 31%-40% Serious Issues: This level of cultural entropy reflects unresolved issues among the population that, if left unaddressed, could lead to demonstrations and create conflicts requiring resolution. It is important to reduce the level of cultural entropy to improve individual and societal well-being. 41%+ Critical Issues: This level of cultural entropy reflects endemic issues that could lead to demonstrations, violent disorder and/or major financial disruption indicating a need for change in policy and/or a change in government. It is important to reduce the level of cultural entropy to improve individual and societal well-being. 61
  • 62. Iceland 62
  • 63. Iceland: August 2008 (635) What citizens believe is Personal Values Current Culture Values Desired Culture Values 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 of the country. 63
  • 64. Iceland: August 2008 (635) Personal Current Culture Desired Culture Values Values Values 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 Entropy = 4% Entropy = 54% Entropy = 0% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest Values Values Distribution Copyright 2008 Barrett Values Centre September 2008
  • 65. 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) 65
  • 66. Iceland 1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability 66
  • 67. USA 2009 67
  • 68. USA: Group (1502) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 5-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-3-4-0 IROS (P)= 2-1-3-4 | IROS (L)= 0-0-0-0 Matches 1. family 691 2(R) 1. corruption (L) 748 1(O) 1. accountability 703 4(R) PV - CC 0 2. caring 657 2(R) 2. blame (L) 681 2(R) 2. concern for future 516 7(S) CC - DC 0 generations PV - DC 1 3. honesty 576 5(I) 3. bureaucracy (L) 681 3(O) 3. employment opportunities 497 1(O) Health 4. humor/fun 548 5(I) 4. crime/violence (L) 628 1(R) 4. caring for the elderly 467 4(S) Index (PL) 5. compassion 469 7(R) 5. uncertainty about the future 567 1(I) 5. affordable housing 429 1(O) PV: 11-0 (L) CC: 0-10 6. responsibility 461 4(I) 6. wasted resources (L) 552 3(O) 6. peace 429 7(S) DC: 10-0 7. friendship 407 2(R) 7. materialistic (L) 527 1(I) 7. caring for the disadvantaged 398 4(S) 8. respect 392 2(R) 8. unemployment (L) 466 1(O) 8. financial stability 368 1(I) 9. accountability 388 4(R) 9. conflict/aggression (L) 426 2(R) 9. quality of life 335 6(I) 10. independence 359 4(I) 10. poverty (L) 358 1(I) 10. poverty reduction 325 1(O) 11. patience 359 5(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 Values Plot Copyright 2009 Barrett Values Centre January 2009 68
  • 69. USA: Group (1502) Personal Current Culture Desired Culture Values Values Values 9% 7% 17% 7 7 7 C 5% 9% 13% 6 6 6 27% 5% 14% 5 5 5 T 19% 13% 22% 4 4 4 11% 8% 12% 3 1% 3 13% 3 2% S 2 2% 18% 2 3% 12% 2 6% 1% 4% 4% 11% 1 3% 1 27% 1 2% 0% 20% 40% 0% 20% 40% 0% 20% 40% CTS = 41-19-40 CTS = 21-13-66 CTS = 44-22-34 Entropy = 6% Entropy = 52% Entropy = 5% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest Values Values Distribution Copyright 2009 Barrett Values Centre January 2009
  • 70. Bhutan 70
  • 71. Bhutan: Group (403) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 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 1. friendship 180 2(R) 1. continuous improvement 195 4(O) 1. education 115 4(O) PV - CC 1 2. continuous learning 160 4(I) 2. environmental 104 1(O) 2. continuous improvement 113 4(O) CC - DC 6 protection PV - DC 2 3. compassion 128 7(R) 3. freedom of speech 113 4(O) 3. strict moral/religious 104 3(O) 4. caution (L) 122 1(I) codes 4. economic growth 107 1(O) Health Index (PL) 4. political rights 102 3(O) 5. sincerity 121 5(I) 5. social justice 100 4(S) PV: 9-1 CC: 11-0 5. education 100 4(O) 6. social justice 118 7(S) 6. contentment 93 5(I) DC: 10-0 6. nature conservancy 91 6(S) 7. self-discipline 102 1(I) 7. environmental protection 89 1(O) 7. shared vision 90 5(O) 8. optimism 95 5(I) 8. compassion 83 7(R) 8. information availability 88 3(O) 9. helpfulness 94 2(R) 9. full employment 82 3(O) 9. shared values 88 5(O) 10. caring 92 2(R) 10. strict moral/religious 82 3(O) codes 10. contentment 87 5(I) 11. social justice 87 4(S) 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 Values Plot Copyright 2009 Barrett Values Centre January 2009
  • 72. Bhutan: Group (403) Personal Current Culture Desired Culture Values Values Values 14% 9% 11% 7 7 7 C 10% 10% 10% 6 6 6 25% 18% 17% 5 5 5 T 19% 32% 31% 4 4 4 10% 13% 12% 3 2% 3 1% 3 1% S 2 1% 12% 2 1% 8% 2 1% 8% 5% 8% 8% 1 3% 1 2% 1 2% 0% 20% 40% 0% 20% 40% 0% 20% 40% CTS = 49-19-32 CTS = 37-32-31 CTS = 38-31-31 Entropy = 6% Entropy = 4% Entropy = 4% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest Values Values Distribution Copyright 2009 Barrett Values Centre January 2009
  • 73. Canadian National Assessment: Group (1250) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-0-2-1 | IROS (L)= 1-1-4-0 IROS (P)= 0-1-5-4 | IROS (L)= 0-0-0-0 Matches 1. honesty 577 5(I) 1. bureaucracy (L) 471 3(O) 1. accountability 511 4(R) PV - CC 0 2. family 481 2(R) 2. human rights 444 7(S) 2. caring for the elderly 461 4(S) CC - DC 1 PV - DC 0 3. caring 436 2(R) 3. freedom of speech 375 4(O) 3. affordable housing 450 1(O) Health 4. humor/fun 427 5(I) 4. wasted resources (L) 371 3(O) 4. effective healthcare 400 1(O) Index (PL) 5. respect 371 2(R) 5. unemployment (L) 304 1(O) 5. caring for the 377 4(S) disadvantaged PV: 10-0 CC: 4-6 6. friendship 360 2(R) 6. crime/violence (L) 299 1(R) DC: 10-0 6. concern for future 356 7(S) 7. responsibility 353 4(I) 7. law enforcement 284 3(O) generations 8. positive attitude 324 5(I) 8. corruption (L) 274 1(O) 7. poverty reduction 342 1(O) 9. trust 322 5(R) 9. uncertainty about the 272 1(I) 8. employment opportunities 337 1(O) future (L) 10. patience 313 5(I) 9. human rights 320 7(S) 10. quality of life 259 6(I) 10. governmental 317 3(O) effectiveness 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 Values Plot Copyright 2009 Barrett Values Centre May 2009 73
  • 74. Canadian National Assessment: Group (1250) Personal Current Culture Desired Culture Values Values Values 15 8% 12% 7 7 7 % 15 C 7% 12% 6 6 6 % 29 12 6% 5 % 5 5 % 18 23 T 19% 4 % 4 4 % 10 12 10% 3 1% % 3 3 2% % 10% 17 S 2 2% % 2 4% 6% 2 5% 1% 14 6% 6% 1 2% 1 1 2% % 16% 0% 20% 40% 0% 20% 40% 0% 20% 40% CTS = 44-18-38 CTS = 30-19-51 CTS = 42-23-35 Entropy = 5% Entropy = 32% Entropy = 5% C = Common Good Positive Values T = Transformation Potentially Limiting S = Self-Interest Values Values Distribution Copyright 2009 Barrett Values Centre May 2009
  • 75. Development as ... Development as Economic Growth (GNP) USA, Iceland, Canada Development as Human Happiness (GNH) Bhutan Whatever you focus on and measure is what you get. 75
  • 76. Cultural Entropy and Fear At any moment in time: Cultural Entropy = RF + DNA F + SF + ∑PF RF = Regime Fear DNA F = Cultural DNA Fear SF = Situational Fear PF = Personal Fear 76
  • 77. Cultural Fears Defined There are three types of cultural fear: a) Regime Fear The fear that is generated in totalitarian or authoritarian regimes that prevents people speaking the truth as they see it, and expressing a voice of dissention. b) Cultural “DNA” Fear The fear that is based on the historical journey of an ethnic group that is passed from one generation to the next about meeting its deficiency needs. Power – Distance, Individualism – Collectivism, Masculinity – Femininity, Uncertainty Avoidance c) Situational Fear The fear that is generated by citizen‘s reactions to events that destabilize the internal instability and external disequilibrium of the nation. 77
  • 78. Personal Fear Defined Personal fear has two components: a) Quality of parental upbringing The level of fear that we learn in our early years within in our family environment about satisfying our deficiency needs. b) Cultural “DNA” Fear The fear that is based on the historical journey of an ethnic group that is passed from one generation to the next about meeting its deficiency needs. 78
  • 79. Level of Fear vs. Democracy Index Authoritarian Pseudo- Electoral Liberal Regime Democracy Democracy Democracy 350 300 250 Level of Fear 200 150 100 50 0 1 2 3 4 5 6 7 8 9 10 Democracy Index 79
  • 80. Full Democracies (Liberal Democracies) 350 300 Level of Fear 250 200 150 100 50 0 8 8.5 9 9.5 10 Democracy Index Denmark, Sweden, Norway, Netherlands, Finland, New Zealand, Switzerland, Australia, Canada, Spain, Germany, Ireland, Belgium, Italy, USA, U K, Greece, France, Portugal. 80
  • 81. Democracy and Fear The nations with the lowest levels of Cultural DNA fear tend to be: a) Rich—they have achieved a level of per capita income that allows people to satisfy their physiological deficiency needs. b) Egalitarian—the people pay very little attention to race, gender or class divisions. c) Social Safety Nets: The people feel cared for and safe—they trust that things will work out and are therefore at ease with uncertainty. The nations with the highest levels of Cultural DNA fear tend to be: a) Poor—they have a level of per capita income below $10,000 that does not allow people to satisfy their physiological deficiency needs. b) High Inequality—powerful elites and dominated masses. c) The people do not feel safe. No Social Safety Nets. 81
  • 82. The Level of Trust in Democracies At one end of the democracy continuum we have nations with strong fear-based cultures (pseudo-democracies), and at the other end of the continuum we have nations with high trust-based cultures (liberal democracies). We would expect therefore, to see that the nations with the highest levels of democracy operate with the highest levels of trust. 350 10 300 9.5 250 Democracy Index 9 Level of Fear 200 150 8.5 100 8 50 0 7.5 0 20 40 60 80 0 20 40 60 80 Most People can be trusted (% agreeing) Most People can be trusted (% agreeing) 82
  • 83. Trust and Inequality People are more likely to trust each other in societies where income inequality is small, and less likely to trust each other where income inequality is large. The highest levels of trust in the world are found in the Nordic nations and the Netherlands. Income Inequality High Low 0 10 20 30 40 50 60 70 80 Most People can be trusted (% agreeing) 83
  • 84. How do we reduce fear and increase trust? Reducing Cultural Fear 1. Evolve into a liberal democracy. Becoming a democracy begins to reduce the level of ―regime‖ fear. 2. Reduce the level of Cultural DNA Fear by satisfying peoples‘ physiological and psychological deficiency needs. 3. Reduce Inequality ... Increase trust 4. Manage and reduce the level of ―Situational‖ fears. 84
  • 85. How do we reduce fear and increase trust? Reducing Personal Fear 1. Improve the quality of parenting (minimize learned fears associated with satisfying deficiency needs). The depth and intensity of our learned personal fears depends on: a) the level of cultural fear that is transmitted to us through our parents and close relatives, and b) the psychological evolution of our parents—the level of individuation and self-actualization they have reached. The more individuated and self-actualized they are, the less personal fears we will assimilate during our childhood and teenage years. 85
  • 86. The Need for Global Governance There comes a moment in the evolution of every society when the complexity of life conditions that are impacting its survival become so overwhelming that it is impossible for any leader, no matter how intelligent, or any political party, no matter how skilled, to fully control the society’s future. The only way to survive in such situations is to work together with other societies for the good of the whole. This has become a fundamental and urgent requirement on which the well-being of humanity now depends. Richard Barrett 86
  • 87. Getting to Global Governance Stage 1: Nations become viable and independent democracies Stage 2: Nations bond together to form regional group structures... Eg. European Union Stage 3: Regional Group Structures cooperate to form a higher order entity – global democratic governance 87

Editor's Notes

  1. http://en.wikipedia.org/wiki/Gross_National_HappinessThe pictures on the outside of the graphic are Bhutan citizens taking the CTT Values Assessment.