Presentation from Sport & Recreation Alliance 2014 by Georgia Park of Cascade Coaching.
Presentation is on building a values driven organisation and the role of leadership in this process.
5. Human System
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
Level of competence
Behaviour performance
Leadership
Co-workership
Personal maturity
Guiding values
Attitudes that limit
Shared strategic vision
Source: K Wilber – Integral Model “A Brief History of Everything”
Environment
Structures and systems
Products and equipment
Bottom line results
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Whole System Transformation Evolution
COLLECTIVEINDIVIDUAL
OBJECTIVE
SUBJECTIVE
2 4
1 3
Mission
Alignment
Structural
Alignment
Values
Alignment
Personal
Alignment
Character
Actions and Behaviours
of the Leaders
Personality
Values and Beliefs
of the Leaders
Culture
Values and Beliefs
of the Organisation
Structures
Actions and Behaviours
of the Organisation
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Human systems – Four quadrants
Personality
Individual values and
beliefs
Character
Individual
behaviors
Culture
Group values
and beliefs
Social Structures
Group behaviors
Individual
Collective
Values Behaviors
Based on the work of Ken Wilber
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The Consciousness Model
Seven well-defined stages can be distinguished in the development of
personal consciousness.
Each stage corresponds to a specific existential life theme that is
inherent to the human condition.
Associated with each life theme are specific motivations.
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Derivation of Consciousness Model
Growth Needs
When these needs are
fulfilled they do not go away,
they engender deeper levels of
motivation and commitment.
Deficiency Needs
An individual gains no sense of
lasting satisfaction from
being able to meet these
needs, but feels a sense of
anxiety if these needs
are not met.
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Self
Actualization
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Richard Barrett
Derivation of Consciousness Model
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
Self-Actualization
Abraham Maslow
Know and
Understand
Needs Consciousness
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Derivation of Consciousness Model
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Needs Consciousness
1. Expanded self-actualization into
multiple levels.
2. Changed “hierarchy of needs” to
“states of consciousness”.
3. Each state of consciousness is
defined by specific values and
behaviours.
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Cultural Transformation Model
Know and
Understand
Physiological
Safety
Love & Belonging
Self-esteem
A framework for understanding how individuals, teams and
organisations develop and grow.
• Seven Levels of Personal Consciousness
• Seven Levels of Organisational Consciousness
• Seven Levels of Leadership Consciousness
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The Seven Levels of Consciousness
Spiritual
Service to humanity
and the planet
Making A difference
Internal cohesion
Mental
Transformation
Emotional
Self-esteem
Relationship
Physical
Survival
Human Needs Human Motivations
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The Seven Levels of Organisational Consciousness
Service
SERVICE TO HUMANITY AND THE PLANET
Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
External Cohesion
STRATEGIC ALLIANCES AND PARTNERSHIPS
Collaboration, environmental awareness, community
involvement, employee fulfillment, coaching/mentoring
Internal Cohesion
BUILDING CORPORATE COMMUNITY
Shared values, vision, commitment, integrity, trust, passion,
creativity, openness, transparency
Transformation
CONTINUOUS RENEWAL AND LEARNING
Accountability, adaptability, empowerment, delegation,
teamwork, innovation, goals orientation, personal growth
Self-Esteem
HIGH PERFORMANCE
Systems, processes, quality, best practices, pride in
performance,
Relationship
EMPLOYEE RECOGNITION
Loyalty, open communication, customer satisfaction,
friendship,
Survival
FINANCIAL STABILITY
Shareholder value, profit, organisational growth,
employee health
and safety
Positive Focus / Excessive Focus
Control, Corruption, Greed
Bureaucracy, Complacency
Manipulation, Blame
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Alignment of employee
and organisational consciousness
Difficult to hire and keep people
who are here
Individual
Consciousness
When organisations are here…Corporate
Consciousness
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1) Personal Values
Please select ten of the following values/behaviours that most reflect
who you are, not who you desire to become.
2) Current Organisational Culture Values
Please select ten of the following values/behaviours that most reflect
how your organisation currently operates.
3) Desired Organisational Culture Values
Please select ten of the following values/behaviours that you would
desire for your organisation to achieve it's highest performance.
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Your personal values assessment
• If you have gaps, are these blind spots, something
that is taken of or the next level for your personal
development?
• What beliefs do you hold about your values?
• What behaviours demonstrate your values?
• How is your leadership impacted by your values?
• What would your team say about your values and
how you show them?
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economic growth
caring for elderly
affordable housing
concern for future generations
job security
social justice
caring for the disadvantaged
environmental awareness
human rights
material wealth
caring for elderly
economic growth
concern for future generations
job security
environmental awareness
caring for the disadvantaged
affordable housing
education
honesty
prosperity
Latvian
Desired Culture
Russian
Desired Culture
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Are your company core values lived?
1. long hours (L)
2. being the best
3. cost reduction (L)
4. poor communication (L)
5. client collaboration
6. bureaucracy (L)
7. confusion (L)
8. arrogance (L)
9. hierarchy (L)
10. silo mentality (L)
1. accountability
2. customer satisfaction
3. being the best
4. commitment
5. compassion
6. continuous improvement
7. integrity
8. teamwork
9. cost effectiveness
10. respect
Core Values
client collaboration
teamwork
delivery
meritocracy
integrity
Core Values (I-Care)
integrity
compassion
accountability
respect
excellence
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Entropy levels (represented by hollow dots)
10% or less – Prime: healthy functioning
11- 19% - Minor issues: requiring cultural and structural adjustments
20 – 29% - Significant issues: requiring cultural and structural transformation and
leadership coaching
30 – 39% - Serious issues: requiring cultural and structural transformation, leadership
mentoring,/coaching and development
40 – 49% - Critical issues: requiring cultural and structural transformation, selective
changes in leadership, leadership coaching/ mentoring and development
More than 50% - Cultural Crisis: For private sector or corporations, high risk of
bankruptcy, takeover or implosion
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Questions for leaders
• How much are your organisational values lived?
• How does this manifest in terms of behaviour?
• What is the role of leaders in modelling values to create culture?
• How are your board leading with values?
• What is perceived externally compared to experienced internally?
• What may cause cultural entropy in your organisation?
• How might this impact on performance, results and financial viability?