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Organisational Development with the Graves-Value-System
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Rainer Krumm
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Rainer Krumm
© www.9levels.com 2
www.9LEVELS.comwww.axiocon.de
12 Books
23 countries
Since 20 yearsconsulant
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Facts from CEO studies:
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79%: Complexity heavily increases.
92%: Change Management is important.
78%: Ability to change is important.
94%: Corporate culture isimportant for success.
sources: CapGemini (2010), IBM (2010), Initiative Wertekommission (2007)
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Culture is based on values
… what is important to us?… what has proven its value?
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Mission – Vision – Values
✓ give a direction
✓ right & wrong
✓ guidelines
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Successful corporations:
have steady core values
are open to change andprogress
Study of Collins/Porras [build to last, 2000; 220]
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Psychological levels (Dilts)
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MISSION / SPIRITUALITY
IDENTITY
BELIEFS / VALUE SYSTEM
CAPABILITIES / STRATEGY / GOALS
BEHAVIOUR
ENVIRONMENT
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interactions / coping mechanisms
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Important books about theGraves-Value-System
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www.clarewgraves.com
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Prof. Clare W. Graves
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„Emergent, cyclicaldouble-helix model ofadult biopsychosocialsystems development“
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The first books in German about Graves‘ theory
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The tools
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The 9 Levels
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1st Level: Beige
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2nd Level: Purple
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TraditionBlood relationshipPassing on traditionsHomeRitualsRespecting taboosObedienceComfortMagically-mystic consciousnessProtectionWillingness to sacrificeCommitmentHospitalityArchaic-magical yearningsBelongingHabitSecuring existenceHarmony
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Purple: organisational structure
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A
B C D D D
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3rd Level: Red
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AssertivenessPowerCourageSelf-confidenceRenown (respect, awe, fear)HonorAggressionStrengthImpulsivenessDominanceIndependenceConquest, e.g. of new marketsDemanding respectPresence-oriented, egocentric, concrete thinkingBraveryPersonal successWinning above all elseAvoiding “shame”
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Red: organisational structure
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A
A A A A
a a a a a a a a a a a
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4th Level: Blue
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ObligationQualityLaw and justiceDisciplineFault and innocenceStabilityLoyaltyOrderReliabilityControlTruthPatienceCompliance with rulesRank / StatusClarityCompliance with hierarchiesJusticeSafetyTitle
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Blue: organisational structure
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A
B C D
b b
b b b b
c c
c c c c
d d
d d d d
E
e e
e e e e
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5th Level: Orange
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PerformancePrestige (status symbols)ResponsibilityPersonal success + overall successStatus / status symbolsCareer orientationCompetitionProductivityTarget orientationProfit orientationProcess orientationResult orientationWealth & Value generationChallengeEntrepreneurial thinkingIndependenceAcceptanceFocusMonetary and economic growth
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Orange: organisational structure
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V
W X Y
w w
w w w w
x x
x x x x
y y
y y y y
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6th Level: Green
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CooperationOpen-mindedness (towards the entire world)ToleranceHarmonyConsensusResponsibility for the otherDialogueIntegration (of people)EmpathyParticipationEqualityValuationFairnessHuman rightsAdaptationMutual characteristics / communityLong-term securing of successPersonal and human growth
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Green: organisational structure
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V
W X Y Y
P 2
P 3
P 1
legend: temporary employee in projects
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7th Level: Yellow
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IndividualitySelf-reflectionMulti-perspectivitySystemic integrationKnowledge & CreativityPersonal developmentIntegrationSelf-responsibilityNetworkingLife-long learningValuation of unique featuresVision & AutonomyProfound competenceLiving growth (mental / knowledge)Integration (of knowledge)Open-mindedness (towards other opinions and knowledge /poly-contextual logic)Innovation
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Yellow: organisational structure
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8th Level: Turqoise
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SustainabilityHolonResponsibility for the future of lifeSystemic actionAcceptance of global complexityImprovement of living conditions for all life formsEntrepreneurial responsibility for societySocial and ecological sense and overall connectionCollective intuition & Nature-orientationSpiritual consciousnessFor the good of mankindHigh idealsGlobal reconciliationSelf-organisation of living systemsNetwork intelligence
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9th Level: Coral
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Fit of the levels
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9 Levels in everyday life
Task:
Explain the Levels.
Find examples from everyday life and ‘‘real’’ life for various levels of the model.
Collect your examples on a flipchart so that you can present them later.
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9 Levels in everyday life
Task – your company in the 9 LEVELSThink about your company and the various areas of responsibility (people, departments, teams, divisions, locations) in relation to the 9 levels:
Which approaches do you recognise at which levels?Can you find any examples?Where do you see your customers?How do they fit into the systemWhat fits well and what doesn’t?
Collect your examples on a flipchart so that you can present them later.
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Typical challenges
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4th Level Blue
5th Level Orange
✓ rules✓ structures✓ loyalty✓ order✓ security
✓ processes & goals✓ speed✓ personal
responsibility✓ customer focus✓ pro-activity
1. Change of the whole organisation2. Competence (capability to change)3. Willingness (readiness to change)4. Change as a specifically developed and consistent process
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Training topics Blue toOrange• Leadership intensive• From supervisor to leader• Leading with goals• Leading with operating figures
• Consultative selling• Outbound - active selling on the phone• Active selling• Negotiating techniques for sales• Repartee training
• Time and self management• Conflict management• Professionel presentations
• Success through goal-orientated thinking and acting• Recognise and use scopes of action• Look for and actively take responsibility
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Typical challenges
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6th Level Green
5th Level Orange✓ participation✓ integration✓ dialogue✓ team performance✓ harmony✓ consensus✓ community
✓ processes & goals✓ speed✓ personal
responsibility✓ customer focus✓ pro-activity
1. Change of the whole organisation2. Competence (capability to change)3. Willingness (readiness to change)4. Change as a specifically developed and consistent process
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Training topics Orange toGreen• Create constructive corporate cultures• Situational leadership• Trust leads• Lateral leadership
• Teamselling• Key Account Management• Negotiating with the Harvard Principle
• Time and self management / life leadership• Conflict management for teams• Project management for teams• Team building
• Life and work in a matrix organisation• Consensus-orientated cooperation – but goal-orientated
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Perspectives ofobservation
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mission/vision/valuesstrategyleadershipqualificationstructuresprocesses/tasks
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McKinsey 7S model
Design elements oforganisations
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Organisation Value System: traditional engineeringcompany
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Organisation Value System: traditional engineeringcompany
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The tools
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Directions of change
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within one level
upwards
downwards
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Prerequisites for change
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Change stages
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Example for using 9 Levels in a change process
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Organisational Value System
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9 Levels: process support
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2-day workshop to create awareness
and a target definition of corporate culture
working with the modelof 9 Levels
short workshopmanagers
presentationof themodel
area workshops
coaching area directors & mgmt.
analysis tools Organisation Value Systemand Personal Value System
interfaceworkshops
trainings
process control
phase 1 phase 2 phase 3
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The tools
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Contact
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9 Levels Institute for value systems GmbH & Co. KGRainer KrummEywiesenstr. 6D-88212 RavensburgGermany
Tel. +49 751 36344-999
[email protected] www.9levels.com
Please notice that the thoughts and ideas in this presentation, apart and as a whole, are intellectual property ofaxiocon and are subject to copyright law. They may not, without the consent of the submitting party, otherwise be used or copied, reproduced, transmitted or communicated to a third party. Thank you.