This is a copy of my presentation at the Conscious Capitalism Institute's Confererence in Boston in May 2012

1. Conscious Capitalism Conference
Measuring Conscious Cultures
and Conscious Leadership
Richard Barrett
May 2012
www.valuescentre.com
www.valuescentre.com 1
www.valuescentre.com

2. The Tenets of
Conscious Capitalism
2

3. Why Conscious Capitalism?
We 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.
3

4. A New Leadership Paradigm
Conscious Capitalism is based on a
New Leadership Paradigm
• A shift from “I” to “we”
• A shift from “what’s in it for me” to “what’s best
for the common good”
• A shift from being the “best in the world” to the
“best for the world”
4

5. The Four Tenets of Conscious Capitalism
Conscious Capitalism is
Values-Driven
Higher Stakeholder
Purpose Integration
Values
Conscious Conscious
Culture Leadership
5

6. Leadership and Values
The real role of the
leader is to manage
the values of the
corporation.
Tom Peters, “In Search of Excellence:
Lessons from America’s best run
companies”, 1983
6

7. How do you know if you are being successful
at living the tenets of Conscious Capitalism?
You need to:
1. Measure the Consciousness of the Leaders
2. Measure the Consciousness of the
Organization as perceived by employees
3. Measure the Consciousness of the
Organization as perceived by customers
and society
7

8. Measuring Consciousness by Mapping Values
Cultural Transformation Tools
Higher Stakeholder
Purpose Integration
Values
We can measure this We can measure this
Conscious Conscious
with a Cultural Culture Leadership
with a Leadership
Values Assessment Values Assessment
(CVA) (LVA)
8

9. Measuring the Cultures of Organisations
and Mapping the Values of Leaders
Cultural Transformation Tools (CTT)
Values-Driven Values-Driven
Cultures Leadership
1998 2006 2011
9

10. Barrett Values Centre World-wide Activities
10

11. The Three Mantras of
Organisational Performance
11

12. The Three Mantras of
Organizational Performance
Mantras Implications
Who you are and what your
Cultural Capital is the new frontier
organization stands for
of competitive advantage.
is vitally important.
Focus on Vision, Mission and Values
The Culture of an organizations is a Organizational transformation
reflection of leadership begins with the personal
consciousness transformation of the leaders
Begins with Self Leadership
Measurement matters. If you can
You can make the evolution of
measure consciousness,
consciousness, conscious
you can manage it.
Measure and Map the Values
12

13. Measuring Organizational
Consciousness
13

14. 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.
14

15. 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
15

16. 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
16

17. 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
17

18. 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
Making a difference Environmental awareness, community involvement,
employee fulfillment, coaching/mentoring
Building Corporate Community
Internal Cohesion Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Continuous Renewal and Learning
Transformation Accountability, adaptability, empowerment,
teamwork, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Belonging
Relationship Loyalty, open communication, customer satisfaction,
friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
18

19. 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)
19

20. 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
20

21. The Values Survey
Three Questions:
PERSONAL VALUES
Which of the following values and behaviours most reflect who you
are? Pick ten.
CURRENT CULTURE
Which of the following values/behaviours most reflect how your
organisation currently operates? Pick ten.
DESIRED CULTURE
Which of the following values/behaviours most reflect how you
would like your organisation to operate? Pick ten.
21 21

22. Engineering and Projects Company (339) What
employees
believe is
Personal Values Current Culture Values Desired Culture Values
necessary
Level 7
for the
Level 6
The values that company
are Level 5
important to to achieve
employees in
Level 4 its full
their personal
Level 3
potential
lives.
Level 2
Level 1
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0
Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R)
2. accountability 165 4(R) improvement 2. customer 147 2(O)
PV - CC 1
CC - DC 4 2. customer 111 2(O) satisfaction
PV - DC 2 3. commitment 150 5(I)
satisfaction 3. continuous 143 4(O)
4. continuous learning 92 4(I)
Health 3. safety conscious 102 1(O) improvement
Index (PL)
5. balance (home/work) 91 4(I)
4. cost reduction 88 1(O) 4. employee development 111 4(O)
6. family 91 2(R)
PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R)
CC: 7-3 7. self-discipline 91 1(I)
DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I)
8. responsibility 89 4(I)
7. teamwork 74 4(R) 7. inspirational leadership 95 6(O)
9. respect 81 2(R)
8. accountability 71 4(R) 8. employee fulfilment 94 6(O)
10. open communication 76 2(R)
9. blame (L) 71 2(R) 9. teamwork 90 4(R)
10. corporate image 64 3(O) 10. professionalism 80 3(O)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC How employees experience the company - What isR = Relationship
Blue = PV & DC (white circle) S = Societal
working well? What is undermining the sustainability
Values Plot Copyright 2011 Barrett Values Centre February 2011
22
of the company.

23. Engineering and Projects Company (339)
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)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0
Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R)
2. accountability 165 4(R) improvement 2. customer 147 2(O)
PV - CC 1
CC - DC 4 2. customer 111 2(O) satisfaction
PV - DC 2 3. commitment 150 5(I)
satisfaction 3. continuous 143 4(O)
4. continuous learning 92 4(I)
Health 3. safety conscious 102 1(O) improvement
Index (PL)
5. balance (home/work) 91 4(I)
4. cost reduction 88 1(O) 4. employee development 111 4(O)
6. family 91 2(R)
PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R)
CC: 7-3 7. self-discipline 91 1(I)
DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I)
8. responsibility 89 4(I)
7. teamwork 74 4(R) 7. inspirational leadership 95 6(O)
9. respect 81 2(R)
8. accountability 71 4(R) 8. employee fulfilment 94 6(O)
10. open communication 76 2(R)
9. blame (L) 71 2(R) 9. teamwork 90 4(R)
10. corporate image 64 3(O) 10. professionalism 80 3(O)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
Values Plot Copyright 2011 Barrett Values Centre February 2011
23

24. 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 201124

25. Barrett Values Centre: Group (18)
Personal Values Current Culture Values Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 9-2-1 | IRS (L)= 0-0-0 IROS (P)= 1-0-8-1 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-1 | IROS (L)= 0-0-0-0
Matches 1. making a difference 9 6(S) 1. commitment 13 5(I) 1. commitment 10 5(I)
PV - CC 4 2. accountability 8 4(R) 2. humor/ fun 13 5(O) 2. customer collaboration 10 6(O)
CC - DC 6
PV - DC 4 3. commitment 8 5(I) 3. making a difference 12 6(S) 3. teamwork 10 4(R)
4. humor/ fun 8 5(I) 4. balance (home/work) 11 4(O) 4. employee fulfillment 9 6(O)
Health
Index
5. integrity 8 5(I) 5. customer satisfaction 11 2(O) 5. continuous 8 4(O)
(PL) improvement
6. continuous learning 7 4(I) 6. continuous 10 4(O)
PV: 12-0 well-being (physical/ 7 6(I) improvement
CC: 10-0
7. 6. accountability 7 4(R)
DC: 11-0 emotional/ mental/
spiritual) 7. employee fulfillment 10 6(O) 7. humor/ fun 7 5(O)
8. financial stability 8 1(O) 8. innovation 7 4(I)
8. balance (home/work) 6 4(I)
9. information sharing 6 4(O) 9. making a difference 7 6(S)
9. family 6 2(R)
10. shared vision 6 5(O) 10. shared vision 7 5(O)
10. efficiency 5 3(I)
11. trust 7 5(R)
11. excellence 5 3(I)
12. honesty 5 5(I)
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 December 2011

26. Barrett Values Centre: Group (18)
Personal Current Culture Desired Culture
Values Values Values
10% 5% 4%
7 7 7
C
14% 18% 24%
6 6 6
29% 27% 25%
5 5 5
T
23% 26% 28%
4 4 4
11% 8% 8%
3 0% 3 2%
3 0%
S 2 0%
10%
2 0%
8%
2
5%
0%
3% 5% 5%
1 0% 1 1%
1 1%
0% 20% 40% 0% 20% 40% 0% 20% 40%
CTS = 53-23-24 CTS = 50-26-24 CTS = 53-28-19
Entropy = 0% Entropy = 3% Entropy = 1%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Values Distribution Copyright 2011 Barrett Values Centre December 2011

27. Barrett Values Centre: Group (18)
Current Culture Values Desired Culture Values
Desired
Current Culture
Culture
Finance Finance
Finance financial stability
Fitness accountability
Client Client customer customer
Fitness
Relations Relations satisfaction collaboration
continuous
continuous improvement
Evolution
improvement
innovation
teamwork
humor/ fun
employee
balance
fulfillment
Evolution Culture (home/work)
Culture
humor/ fun
employee
fulfillment shared vision
shared vision
trust
Societal Societal
Societal making a making a
Contribution Contribution Contribution difference difference
Business Needs Copyright 2011 Barrett Values Centre December 2011

28. Barrett Values Centre: Group (18)
Values Jumps
A value jump occurs when there are more votes for a value in the Desired Culture
than in the Current Culture. Listed below are the values with the largest increase in
votes. The values in bold are represented in the Desired Culture.
Current Desired
Value Culture Culture Jump
Votes Votes
teamwork 4 10 6
customer collaboration 5 10 5
accountability 2 7 5
innovation 2 7 5
strategic alliances 0 5 5
adaptability 1 5 4
trust 4 7 3
coaching/ mentoring 1 4 3
leadership development 0 3 3
professional growth 1 3 2
employee recognition 0 2 2
passion 0 2 2
Values Jumps Table Copyright 2011 Barrett Values Centre December 2011

29. Impact of Cultural Entropy
Cultural entropy
represents the degree of dysfunction in a culture
Entropy Impact
0 -10% Healthy: This is a low and healthy level of cultural entropy.
11-20% Minor Issues: This level of cultural entropy reflects issues
requiring cultural or structural adjustment.
21-30% Significant Issues: This level of cultural entropy reflects significant
issues requiring cultural and structural transformation and
leadership coaching.
31-40% Serious Issues: This level of entropy reflects serious problems
requiring cultural and structural transformation, leadership
development and coaching.
41%+ Critical Issues: This level of cultural entropy reflects critical
problems requiring cultural and structural transformation, selective
changes in leadership, leadership development and coaching.
29

30. Average Entropy in Organisations (2007-2011)
Total CVAs: 1,011
Industries: 40
Countries: 36
30

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

32. Low High
entropy entropy
32

33. Customer
Values Assessments
33

34. Barrett Values Centre: Customer Feedback(100)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-3-1 IRS (L)=0-0-0 IROS (P)=1-0-7-2 IROS (L)=0-0-0-0 IROS (P)=1-2-7-1 IROS (L)=0-0-0-0
making a difference 63 6(S) making a difference 54 6(S) customer collaboration 54 6(O)
Matches coaching/ mentoring 39 6(R) continuous improvement 50 4(O) strategic alliances 43 6(O)
PV - CC 1 continuous learning 37 4(I) customer collaboration 44 6(O) innovation 42 4(I)
CC - DC 5
PV - DC 3
well-being (physical/ commitment 34 5(I) making a difference 41 6(S)
emotional/ mental/ 37 6(I)
information sharing 34 4(O) continuous improvement 39 4(O)
spiritual)
Health Index future generations 30 7(S) partnerships 35 6(O)
humour/ fun 36 5(I)
(PL)
professionalism 27 3(O) information sharing 33 4(O)
integrity 33 5(I)
PV-10-0
CC-10-0 customer satisfaction 24 2(O) shared vision 31 5(O)
family 32 2(R)
DC - 11-0
shared values 24 5(O) coaching/ mentoring 27 6(R)
vision 28 7(I)
shared vision 24 5(O)
continuous learning 25 4(O)
accountability 26 4(R)
creativity 26 5(I) transparency 25 5(R)
Black Underline = PV & CC Orange = CC & DC P = Positive I = Individual O = Organisational
Orange = PV, CC & DC Blue = PV & DC L = Potentially Limiting (white circle) R = Relationship S = Societal
Values Plot Copyright 2012 Barrett Values Centre May 1, 2012

35. Barrett Values Centre: Customer Feedback (100)
VALUES JUMPS
A value jump occurs when there are more votes for a value in the Desired Culture than in the Current
Culture. Listed below are the values with the largest increase in votes. The values in bold are
represented in the Desired Culture.
VALUE Current Culture Votes Desired Culture Votes Jump
innovation 15 42 27
strategic alliances 17 43 26
excellence 4 22 18
partnerships 22 35 13
coaching/ mentoring 15 27 12
transparency 14 25 11
creativity 3 14 11
customer collaboration 44 54 10
entrepreneurial 9 19 10
wisdom 7 17 10
Values Jumps Table Copyright 2012 Barrett Values Centre May 1, 2012

36. Leadership
Values Assessments
36

37. Leadership Values Assessment
The Leadership Values Assessment is
a feedback instrument that compares
a leader’s perception of the values he
or she believes best describe his or
her management/operational style
with their colleagues’ perception of
their management/operational style.
The instrument also compares
leader’s perception of their own
strengths, and the behaviours that
they believe they need to improve or
stop, with the assessors’ perceptions
and measures personal entropy.
37

38. Cultural Evolution Begins with Personal Evolution
Culture Values Leader’s Values
CVA Current Culture LV A Feedback 14 Assessors
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
Cultural Entropy 38% Personal Entropy 64%
1. short-term focus (L) 13 Level 1 power (L) 11 Level 3
2. blame (L) 11 Level 2 blame (L) 10 Level 2
demanding (L) 10 Level 2
3. manipulation (L) 10 Level 2
manipulative (L) 10 Level 2
4. caution (L) 7 Level 1
experience 9 Level 3
5. cynicism (L) 7 Level 3
controlling (L) 8 Level 1
6. bureaucracy (L) 6 Level 3
arrogant (L) 7 Level 3
7. control (L) 6 Level 1
authoritarian (L) 6 Level 1
8. cost reduction 5 Level 1 exploitative (L) 6 Level 1
9. empire building (L) 5 Level 2 ruthless (L) 6 Level 1
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
38

39. Cultural Evolution Begins with Personal Evolution
Culture Values Leader’s Values
CVA Current Culture LV A Feedback 27 Assessors
The culture of
an organisation
is a reflection
of the leadership
consciousness.
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Cultural Entropy 7% Personal Entropy 9%
1. customer satisfaction 16 Level 2 continuous learning 11 Level 4
2. commitment 11 Level 5 generosity 11 Level 5
3. continuous learning 11 Level 4 commitment 10 Level 5
4. making a difference 11 Level 6 positive attitude 10 Level 5
5. global perspective 9 Level 3 vision 10 Level 7
6. mentoring 9 Level 6 ambitious 9 Level 3
7. enthusiasm 8 Level 5 making a difference 8 Level 6
8. leadership development 8 Level 6 results orientation 8 Level 3
9. integrity 7 Level 5 honesty 7 Level 5
10. open communication 7 Level 2 integrity 7 Level 5
11. optimism 7 Level 5 intuition 7 Level 6
12. shared values 7 Level 5 leadership developer 7 Level 6
39

40. Personal Alignment of the Leaders
When leaders change their beliefs and
values (1), their behaviours change (2).
This influences the culture of the group
1 2
(3), which in turn changes the
behaviours of the group (4).
Organisational transformation
begins with the personal 3 4
transformation of the leaders.
Organisations don’t
transform. People do.
Wilber’s Four Quadrants
40

41. Analysis of 100 Leaders from Australia, Belgium, Brazil, Canada, Czech Republic, France, Germany, India, The
Netherlands, Norway, Peru, Poland, South Africa, Sweden, Trinidad & Tobago, Turkey, UK, USA, and Venezuela. 41

42. Jeff Vader
Jeff's Values Assessors' Top 11 Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Matching
Level 1
Values PL = 10-0 | IRO (P) = 4-5-1 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 3-7-1 | IRO (L) = 0-0-0
How
balance Level 6 Others
Matches 5 balance (home/work) Level 4 (physical/emotional/m see Jeff
balance Level 6 ental/spiritual)
(physical/emotional/ compassion Level 7
mental/spiritual)
empathy Level 6
empathy Level 6
employee development Level 4
fairness Level 5
forgiveness Level 7
internal community Level 5
builder humor/fun Level 5
nurturing Level 6 listener Level 2
personal relationships Level 2 mentoring Level 6
How Jeff positive attitude Level 5 nurturing Level 6
sees trustworthy Level 5 personal relationships Level 2
himself wisdom Level 7 positive attitude Level 5
Orange = Values match P = Positive I = Individual
L = Potentially Limiting R = Relationship
(white circle) O = organisational
Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008

43. Jeff Vader
Jeff's Assessors'
Values Values
10% 18%
7 7
C
30% 36%
6 6
40% 18%
5 5
T
10% 9%
4 4
0% 0%
3 0% 3 0%
S 2 0%
10%
2 0%
18%
0% 0% Level of
1 1
0% 0% Personal
Entropy
0% 20% 40% 60% 0% 20% 40% 60%
CTS = 80-10-10 CTS = 72-9-19
Entropy = 0% Entropy = 0%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

44. Jim Vader
Jim's Values Assessors' Top 11 Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Matching
Values Level 1
PL = 10-0 | IRO (P) = 3-4-3 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 4-5-2 | IRO (L) = 0-0-0
How
balance Level 6 balance Level 6
Others
Matches 3 (physical/emotional/ (physical/emotional/m see Jim
mental/spiritual) ental/spiritual)
goals orientation Level 4 compassion Level 7
listener Level 2 employee fulfillment Level 6
mission focus Level 4 humor/fun Level 5
organisational growth Level 1 listener Level 2
perseverance Level 4 mentoring Level 6
respect Level 2 personal relationships Level 2
results orientation Level 3 positive attitude Level 5
How Jim team player Level 4 strategic alliances Level 6
sees trustworthy Level 5 team player Level 4
himself vision Level 7
Orange = Values match P = Positive I = Individual
L = Potentially Limiting R = Relationship
(white circle) O = organisational
Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008

45. Jim Vader
Jim's Assessors'
Values Values
0% 18%
7 7
C
10% 36%
6 6
10% 18%
5 5
T
40% 9%
4 4
10% 0%
3 0% 3 0%
S 2 0%
20%
2 0%
18%
10% 0% Level of
1 1
0% 0% Personal
Entropy
0% 20% 40% 60% 0% 20% 40% 60%
CTS = 20-40-40 CTS = 72-9-19
Entropy = 0% Entropy = 0%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

46. Darth Vader
Darth's Values Assessors' Top 11 Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Matching
Values 1
Level
PL = 10-0 | IRO (P) = 7-0-3 | IRO (L) = 0-0-0 PL = 7-4 | IRO (P) = 6-0-1 | IRO (L) = 0-4-0
ambitious Level 3 achievement Level 3
Matches 2
courage Level 4 authoritarian (L) Level 1
creativity Level 5 being the best Level 3 How
excellence Level 3 competitive (L) Level 2 Others
integrity Level 5 demanding (L) Level 2 see
long-term perspective Level 7 determination Level 4 Darth
passion Level 5 excellence Level 3
results orientation Level 3 knowledge Level 4
strategic alliances Level 6 power (L) Level 3
How
vision Level 7 results orientation Level 3
Darth
risk-taking Level 4
sees
himself
Orange = Values match P = Positive I = Individual
L = Potentially Limiting R = Relationship
(white circle) O = organisational
Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008

47. Darth Vader
Darth's Assessors'
Values Values
20% 0%
7 7
C
10% 0%
6 6
30% 0%
5 5
T
10% 27%
4 4
30% 36%
3 0% 3 9%
S 2
0%
0% 2
0%
18%
0% 0% Level of
1 1
0% 9% Personal
Entropy
0% 20% 40% 60% 0% 20% 40% 60%
CTS = 60-10-30 CTS = 0-27-73
Entropy = 0% Entropy = 36%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

48. Impact of Personal Entropy
Personal entropy
represents the degree of dysfunction of an individual
Entropy Impact
0 -6% Healthy: Authentic individual. Decision-making not driven by fears.
7-10% Minor Issues: Requiring leaders to examine how their behaviours
and actions are affecting people around them, their decision-making
processes or their degree of work/life balance.
11-15% Significant Issues: Requiring leaders to examine how their
behaviours may be compromising relationships with peers and
subordinates, and negatively impacting their goals.
16-20% Serious Issues: Requiring leaders to examine how their behaviours
may be compromising relationships with peers and subordinates,
and negatively impacting their goals.
21%+ Critical Issues: Requiring leaders to examine how their
behaviours might be compromising their personal integrity and their
ability to inspire and lead the people around them.
48

49. Whole System Change
49

50. Whole System Transformation (Evolution)
Interior Exterior
Personality Character
Individual Values and Actions and
Beliefs of the Behaviours
Leaders of the Leaders
Culture Society
Collective Values and Actions and
Beliefs of the Behaviours of the
Organization Organization
Based on the Four Quadrants
of Ken Wilber
50

51. Whole System Transformation (Evolution)
When the The leaders
leaders values behaviours
change Interior Exterior
change
Individual
1 2
Collective 3 4
Thevalues of the Behaviours of
organization organization
change change
51

52. Four Conditions for Whole System Change
The Four Conditions for Whole System Change
Interior Exterior
Character:
Personality:
Actions and
Values and Personal Alignment Behaviours
Beliefs
of an
Individual of an
Individual
Individual
Mission Alignment
Values Alignment
Social
Culture:
Values and
Structures:
Actions and
Beliefs
Behaviours
Collective of a Group
of a Group
Structural Alignment
52

53. Four Conditions for Whole System Change
Measuring Entropy, Alignment and Resonance
Whole System Transformation 1 Cultural Entropy
Lack of personal alignment
and structural alignment
Personal Alignment creates personal entropy and
cultural entropy
Mission Alignment
Values Alignment
2 Values Alignment
creates internal
cohesion
Employee
Engagement
Structural Alignment
3 Mission Alignment
and shared purpose
creates resonance
Entropy is the degree of dysfunction in a system (lack of cohesion, order, and
structure). The amount of energy that is unavailable for useful work.
High entropy leads to low employee engagement. Low entropy leads to high
employee engagement.
53

54. National and Regional Values
Assessments
54

55. National/Regional Values Assessments
Australia France Argentina
Belgium Latvia Venezuela
Bhutan South Africa
Not statistically valid
Brazil Spain (r)
Sweden Requests from
Canada United Arab Emirates
Trinidad
Switzerland Singapore
Denmark New Zealand
Israel
United Kingdom (r) Hungary
Finland Romania
Slovakia
USA Norway
Iceland Puerto Rico
Costa Rica
Columbia
Macedonia (r)
As at Feb 2012
(r) = Region
55

56. Love, Fear and the Destiny of Nations
Volume 1: Volume 2:
The Impact of the Evolution of Building Successful Nations
Consciousness on World Affairs and Communities
May 2012 2013
56

57. 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
57

58. Nedbank, South Africa:
An Example of Cultural Evolution
58

59. Nedbank and CTT
59

60. 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%
60

61. 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%
61

62. 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
62

63. 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 201163

64. 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
64

65. 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
65

66. 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
66

67. 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
67

68. 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
68