Download - Www.valuescentre.com 0 Richard Barrett The Role of CTT in the Evolution of Human Consciousness
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Richard Barrett
The Role of CTT in the Evolution of Human Consciousness
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Role of CTT
Research on Research on ConsciousnessConsciousnessResearch on Research on
ConsciousnessConsciousness
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When did consciousness begin?
UNDERLYING THESIS OF MY RESEARCH
1.Fundamentally, everything in our physical world is primarily an energy field with a quantum existence. Nothing is fixed, everything exists as a field of opportunity.
2.All energy fields arise from the zero-point energy field.
3.‘Consciousness’ and therefore ‘mind’ are properties of the energy field.
4.All primary entities are conscious (atoms, cells, humans).
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Consciousness defined
UNDERLYING THESIS OF MY RESEARCH
5. All group structures of primary entities (carbon atom, eukaryotic cell, homo sapiens) operate with a group energy field that reflects the consciousness of the primary entity. All these evolutionary primary entities share one thing in common – a propensity for bonding.
6. Consciousness in physical form can be defined as “awareness with a purpose”.
7. The purpose of all entities and their group structures is to attain, maintain or enhance internal stability and external equilibrium.
8. All entities grow and develop in similar ways.
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Evolution defined
UNDERLYING THESIS OF MY RESEARCH
9. Evolution has always primarily been about consciousness. In order grow and develop consciousness has taken on different physical forms at different scales of existence demonstrating increased levels of complexity and inclusiveness – resulting in the evolution of different planes of consciousness.
10. There are three stages to the evolution of consciousness of primary entities on each plane consciousness:
- becoming viable and independent- bonding to form group structures- cooperating to form a higher order entity
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Evolution of Planes of Consciousness
10-14 m 10-5 m 10+1 m 10+7 m10-21 m
Plane 1Plane 1
EnergyEnergy AtomsAtoms
Plane 2Plane 2 Plane 3Plane 3 Plane 4Plane 4 Plane 5Plane 5
CellsCells IndividualsIndividuals HumanityHumanity
14 Billion years of evolution14 Billion years of evolution
We are hereWe are here‘Big Bang’‘Big Bang’
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Planes / Stages of Evolution
GROUP GROUP SUSTAINABILITYSUSTAINABILITY
GROUP GROUP SUSTAINABILITYSUSTAINABILITY
GROUP GROUP VIABILITY VIABILITY GROUP GROUP
VIABILITY VIABILITY
EnergyEnergy
Carbon Atom
Carbon Atom
Eukaryotic Cell
Eukaryotic Cell
Homo Sapiens
Homo Sapiens
Waves /particles exist in individuated energy fields arising from Zero Point Energy Field
Waves /particles exist in individuated energy fields arising from Zero Point Energy Field
MoleculesMolecules CellsCells
CreaturesCreaturesOrganismsOrganisms
NationsNations HumanityHumanity
INDIVIDUAL INDIVIDUAL VIABILITY VIABILITY
INDIVIDUAL INDIVIDUAL VIABILITY VIABILITY
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Three Stages of Evolution
GROUP SUSTAINABILITYGROUP SUSTAINABILITYViable independent group structures Viable independent group structures
learn how to learn how to cooperatecooperate with each other with each other for mutual benefit and eventually create for mutual benefit and eventually create
a higher order entitya higher order entity
GROUP SUSTAINABILITYGROUP SUSTAINABILITYViable independent group structures Viable independent group structures
learn how to learn how to cooperatecooperate with each other with each other for mutual benefit and eventually create for mutual benefit and eventually create
a higher order entitya higher order entity
GROUP VIABILITY GROUP VIABILITY Viable independent entities learn how to Viable independent entities learn how to
bondbond with other viable independent with other viable independent entities to form a cohesive entities to form a cohesive
group structuregroup structure
GROUP VIABILITY GROUP VIABILITY Viable independent entities learn how to Viable independent entities learn how to
bondbond with other viable independent with other viable independent entities to form a cohesive entities to form a cohesive
group structuregroup structure
INDIVIDUAL VIABILITY INDIVIDUAL VIABILITY Individual entities learn how to become Individual entities learn how to become
viable and independent in their viable and independent in their framework of existenceframework of existence
INDIVIDUAL VIABILITY INDIVIDUAL VIABILITY Individual entities learn how to become Individual entities learn how to become
viable and independent in their viable and independent in their framework of existenceframework of existence
EVOLUTIONEVOLUTIONAs conditions of existence become more complex, both internally and externally, primary entities grow and develop in three stages. Each stage requires a shift to a higher level of consciousness which is more inclusive and more complex. The shift to a higher level of consciousness is necessary because it is impossible to solve significant problems of survival at the same levels of consciousness at which they were created.
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Three Stages of Evolution and the Barrett Model
GROUP SUSTAINABILITY (6,7)GROUP SUSTAINABILITY (6,7)Viable independent group structures Viable independent group structures
learn how to learn how to cooperatecooperate with each other with each other for mutual benefit and eventually create for mutual benefit and eventually create
a higher order entitya higher order entity
GROUP SUSTAINABILITY (6,7)GROUP SUSTAINABILITY (6,7)Viable independent group structures Viable independent group structures
learn how to learn how to cooperatecooperate with each other with each other for mutual benefit and eventually create for mutual benefit and eventually create
a higher order entitya higher order entity
GROUP VIABILITY (4,5)GROUP VIABILITY (4,5)Viable independent entities learn how to Viable independent entities learn how to
bondbond with other viable independent with other viable independent entities to form a cohesive entities to form a cohesive
group structuregroup structure
GROUP VIABILITY (4,5)GROUP VIABILITY (4,5)Viable independent entities learn how to Viable independent entities learn how to
bondbond with other viable independent with other viable independent entities to form a cohesive entities to form a cohesive
group structuregroup structure
INDIVIDUAL VIABILITY (1,2,3)INDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become Individual entities learn how to become
viable and independent in their viable and independent in their framework of existenceframework of existence
INDIVIDUAL VIABILITY (1,2,3)INDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become Individual entities learn how to become
viable and independent in their viable and independent in their framework of existenceframework of existence
ServiceService
Making a differenceMaking a difference
Internal cohesionInternal cohesion
TransformationTransformation
Self-esteemSelf-esteem
RelationshipRelationship
SurvivalSurvival
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The huge opportunity before us
We have the ability to measure individual and collective human consciousness by mapping values
(Barrett Model) and underlying belief structures (Spiral Dynamics).
We have reached a point in history where we can now make
the evolution of consciousness, conscious.
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The Big Picture – What is happening in the world
We cannot solve the problems we have created in the world with the same level of thinking that we
created them.
The basic issue we are collectively facing is that problems of
existence are global, but the mechanisms and structures we
have for solving them are primarily national. Most nations are
struggling to solve issues of internal stability.
Ultimately, the problems we face can only be resolved by a
transformation of consciousness – a radical shift in beliefs and
values.
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The Big Picture – What is happening in the world
The problems we are facing are in large part due to three causes:
a)the increased scale of human development
b)the increased level of interconnectedness of people, and
c)the increased interdependency of nations and their economies.
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Issues Humanity is Currently Facing
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Global initiatives
The EarthThe EarthCharter Charter InitiativeInitiative
The EarthThe EarthCharter Charter InitiativeInitiative
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The Earth Charter
PREAMBLE
We stand at a critical moment in Earth’s history, a time when humanity must choose its future. As the world becomes increasingly interdependent and fragile, the future at once holds great peril and great promise. To move forward we must recognize that in the midst of a magnificent diversity of cultures and life forms we are one human family and one Earth community with a common destiny. We must join together to bring forth a sustainable global society founded on respect for nature, universal human rights, economic justice, and a culture of peace. Towards this end, it is imperative that we, the people of the Earth, declare our responsibility to one another, to the greater community of life, and to future generations.
We urgently need a shared vision of basic values to provide an ethical foundation for the emerging world community . Therefore, together in hope we affirm the following interdependent principles for a sustainable way of life as a common standard by which the conduct of all individuals, organizations, businesses, governments, and transnational institutions is to be guided and assessed.
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The Earth Charter
I. RESEPECT AND CARE FOR THE COMMUNITY OF LIFE
1. Respect Earth and life in all its diversity
2. Care for community of life with understanding, compassion and love.
3. Build democratic societies that are just, participatory, sustainable, and peaceful
4. Secure Earth’s Bounty and beauty for present and future generations
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The Earth Charter
II. ECOLOGICAL INTEGRITY
1. Protect and restore the integrity of Earth’s ecological systems, with special concerns for biological diversity and the natural processes that sustain life
2. Prevent harm as best method of environmental protection and when knowledge is limited, apply precautionary approach
3. Adopt patterns of production, consumption, and reproduction that safeguard Earth’s regenerative capacities, human rights, and community well being
4. Advance the study of ecological sustainability and promote the open exchange and wide application of the knowledge acquired
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The Earth Charter
III. SOCIAL AND ECONOMIC JUSTICE
1. Eradicate poverty as an ethical, social and environmental imperative
2. Ensure that economic activities and institutions at all levels promote human development in an equitable and sustainable manner
3. Affirm gender equality and equity as prerequisites to sustainable development and ensure universal access to education, health care and economic opportunity
4. Uphold the right of all, without discrimination, to a natural and social environment supportive of human dignity, bodily health, and spiritual well-being, with special attention to the rights of indigenous peoples and minorities
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The Earth Charter
IV. DEMOCRACY, NONVIOLENCE AND PEACE
1. Strengthen democratic institutions at all levels, and provide transparency and accountability in governance, inclusive participation in decision making, and access to justice
2. Integrate into formal education and life-long learning the knowledge, values, and skills needed for a sustainable way of life
3. Treat all living things with respect and consideration
4. Promote a culture of tolerance nonviolence and peace
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The Earth Charter
RESEPECT AND CARE FOR THE COMMUNITY
OF LIFE
ECOLOGICAL INTEGRITY
SOCIAL AND ECONOMIC
JUSTICE
DEMOCRACY, NONVIOLENCE AND PEACE
Life often involves tensions between important values. This can mean difficult choices. However, we must find ways to harmonize diversity with unity, the exercise of freedom with the common good, and short-term objectives with long-term goals [manage polarities]. Every individual, family, organization, and community has a vital role to play. The arts, sciences, religions, educational institutions, media, business, nongovernmental organizations, and governments are all called to offer creative leadership. The partnership of government, civil society, and business is essential for effective governance.
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Global initiatives
The The Miliennium Miliennium
GoalsGoals
The The Miliennium Miliennium
GoalsGoals
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UN Millennium Goals - 2015
1. Eradicate extreme poverty and hunger
2. Achieve universal primary education
3. Promote gender equality and empower women
4. Reduce child mortality
5. Improve maternal health
6. Combat HIV/AIDS, malaria and other diseases
7. Ensure environmental sustainability
8. Develop a global partnership for development
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Role of CTT
What is missing?What is missing?What is missing?What is missing?
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Integral four quadrant model
Personality
Individual values and beliefs
Character
Individual behaviors
Culture
Group values and beliefs
Social Structures
Group behaviors
IndividualIndividual
CollectiveCollective
ValuesValues BehaviorsBehaviors
Based on the work of Ken WilberBased on the work of Ken Wilber
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What is missing from an integral perspective?
Wilber’s four quadrantsWilber’s four quadrants
EARTH CHARTER
Talks about need for a shared vision of basic values to provide an ethical foundation for the emerging world community, but has no recommendations on how these will be manifested. Main focus is on community values and community behaviors.
UN MILLENNIUM GOALS
Uniquely focused on outcomes based on community behaviors.
XX
XXXX
XX XX
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The evolution of consciousness – the missing perspective
Wilber’s four quadrantsWilber’s four quadrants
1. Leadership – the evolution of personal consciousness
To implement the principles of Earth Charter and the UN Millennium goals will require a new breed of political, business and NGO leaders – individuals who embrace full spectrum consciousness. Leadership development is the key issue – three stages: personal mastery, internal cohesion, external cohesion.
2. The evolution of national and business consciousness
To make the concept of humanity palpable, nations and businesses must work together along with civil society (NGOs)to create a sustainable future for humanity. The evolution of business and national consciousness are key issues.
When leaders change their beliefs and values, their behaviors change. This influences the culture (beliefs and values) of the group, which in turn changes the behaviors of the group.
21
3 4
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The evolution of consciousness – the missing perspective
Role of CTT
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How do we move forward?
Goal: Create viable independent individuals everywhere
In order for the concept of humanity to become palpable,
we need to achieve a critical mass of self-actualized
individuals in every nation.
In order for this to happen individuals need to transcend
their personal, and their cultural programming.
To do this we need to focus on the evolution of national
consciousness and creating viable independent nations.
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How do we move forward?
Goal: Create viable independent nations
Nations cannot become viable and independent until
they achieve internal stability and external equilibrium.
Most conflicts are currently internal.
Q. How do we create viable independent nations?
A.By developing a strong cadre of self-actualized leaders
focused on common good – focus on leadership
development
By supporting leaders in bringing a critical mass of the
population to self-actualization – focus on values
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How do we move forward?
Q. How do we bring a critical mass of population to self-
actualization?
A. By supporting leaders in addressing deficiency issues:
a) Problems of survival (level 1)– issues of poverty,
corruption and health.
b) Problems of discrimination and internal conflict (level 2)
– issues of religious and ethnic diversity.
c) Problems of education, institutional and legal
frameworks, and enforcement laws (level 3).
d) Problems of empowerment and equality (level 4).
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How do we move forward?
Q. How do we address issues of poverty?
A. By creating an legal, financial and cultural environment * where business can flourish.
By working with business leaders and their organizational cultures
to develop successful small, medium and large-scale businesses.
* In ‘Trust: The social virtues and the creation of prosperity’, Francis
Fukuyama states unequivocally states that trust is the foundation of social
capital, and shows how nations with high levels of social capital are more
successful than nations with low levels of social capital.
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The Role of CTT
1. Working at the national level
Carrying out a national values assessments to identify
evolutionary imperatives – Example: Latvia, Bhutan.
Carrying out a combined national and business values
assessment – Examples: Denmark and Iceland
2. Working at the individual business level
Carrying out culture, team and values assessments to develop
successful small, medium and large businesses
3. Working at the individual leader level
Carrying out individual and leadership values assessments to
promote personal growth
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The Role of CTT
1. Working at the government level
Carrying out culture and team values assessments for
federal, state and local government departments,
organizations and utilities
2. Working with federal, state and municipal leaders
Carrying out individual and leadership values
assessments
3. Working with local communities and NGOs
Carrying out culture values assessments
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The Role of CTT
1. Working with education departments
Carrying out culture and team values assessments for
federal, state and local government education
departments
2. Working with individual schools
Carrying out culture and team values assessments for
schools
3. Working with education leaders
Carrying out individual and leadership values
assessments
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What CTT does
1. Gets to the core of what matters - VALUES ALIGNMENT
2. Starts - TRANSFORMATIONAL CONVERSATIONS
3. Identifies - BARRIERS TO EVOLUTION
4. Provides guidance on - DIRECTION OF EVOLUTION
5. Supports leaders in their - PERSONAL GROWTH
6. Supports groups in their - LEADERSHIP DEVELOPMENT
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The way forward
1. Continue to focus on expansion and development of CTT in business, government and municipal agencies, and NGOs.
2. Continue to develop models and tools for leadership development in business and the governance of all types of organisations.
3. Continue to experiment and develop CTT models and tools for use in communities and nations.
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Role of CTT
Focus Focus on on
BusinessBusiness
Focus Focus on on
BusinessBusiness
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Evolution of arenas of competitive advantage
Intellectual CapitalIntellectual Capital
Cultural CapitalCultural Capital
Quality of ProductQuality of Product
ManpowerManpower
Agricultural Age
Industrial Age
Information Age
Consciousness Age
200020001900190018001800
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Evolution of competitive advantage
Industrial Age
Quality of Product
Change
Industrial Age
Quality of Product
Change
Information Age
Intellectual Capital
Transformation
Information Age
Intellectual Capital
Transformation
Consciousness Age
Cultural Capital
Evolution
Consciousness Age
Cultural Capital
Evolution
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Signature Workshop
Research on Research on values, culture and values, culture and
performanceperformance
Research on Research on values, culture and values, culture and
performanceperformance
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Research on long lasting successful companies
1. Long lasting companies live their values – values-driven
2. Have a culture that gives guidance to employees – vision-guided and mission-driven
Jim Collins and Jerry Porass, “Built to Last: Successful habits of visionary companies”, 1995
1. Long lasting companies live their values – values-driven
2. Have a culture that gives guidance to employees – vision-guided and mission-driven
Jim Collins and Jerry Porass, “Built to Last: Successful habits of visionary companies”, 1995
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Financial returns from long lasting companies
Cumulative Stock Returns
$1 invested on January 1st ,1926 until December 31st , 1990
Long lasting successful companies
15 times general stock market 6 times comparison companies
Jim Collins and Jerry Porass, “Built to Last: Successful habits of visionary companies”, 1995
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Business Needs Scorecard – Long Lasting Companies
20%
18%
6%
19%
26%
11%
Finance
Fitness
Evolution
Societal Contribution
Allocation of values of long lasting successful companies
Client Relations
Culture
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What long-lasting companies focus on
Finance
Societal Contribution
BEST EMPLOYERSAUSTRALIA 2008
Client Relations
Culture
20%
18%
6%
19%
26%
11%
Finance
Fitness
Evolution
Societal Contribution
LONG LASTING COMPANIES
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Best and worst employers in Australia 2008
Finance Finance
FitnessClient Relations
Evolution Culture
Societal Contribution
Societal Contribution
Allocation of top ten current culture values
BEST EMPLOYERS WORST EMPLOYERS
BEST EMPLOYERS FOCUS ON CULTURE BEST EMPLOYERS FOCUS ON CULTURE
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Fortune’s Best Companies to Work For
A portfolio of the top twenty publicly listed best companies to work for in the USA in 2008 would have returned an average annualized return of 16.74% over the past ten years – compared to 2.83% for the S&P 500.
S&P 500S&P 500
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Values AlignmentValues Alignment
Conclusion
Best employers (vision-guided, values-driven organisations) achieve high levels of performance !
WHY?
Mission AlignmentMission Alignment
Group CohesionGroup Cohesion
plus
I can bring my whole self to work
My work allows me to satisfy my deficiency needs and my growth needs
High level of staff engagement and cultural alignment
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Role of CTT
Focus on Focus on LeadershipLeadership
DevelopmentDevelopment
Focus on Focus on LeadershipLeadership
DevelopmentDevelopment
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Stages in the Development of Personal Consciousness
ServiceSERVICE TO HUMANITY AND THE PLANETDevoting your life in self-less service to your purpose and vision
Making a differenceCOLLABORATING WITH PARTNERSWorking with others to make a positive difference by actively implementing your purpose and vision
Internal cohesionFINDING PERSONAL MEANINGUncovering your sense of purpose and creating a vision for the future you want to create
TransformationPERSONAL GROWTHUnderstanding your deepest motivations and experiencing responsible freedom by letting go of your fears
Self-esteemSELF-WORTHFeeling a positive sense of pride in self and ability to manage your life
RelationshipBELONGINGFeeling a personal sense of belonging, feeling loved by selfand others
SurvivalFINANCIAL SECURITY & SAFETYCreating a safe secure environment for self and significant others
Positive Focus / Excessive FocusExcessive Focus
Power, Status,
Being liked, Blame
Control, Greed
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Stages in the Development of Leadership Consciousness
Wisdom/VisionarySERVICE TO HUMANITY AND THE PLANETSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
Partner/MentorCOLLABORATION WITH PARTNERSStrategic alliances, community involvement, environmental stewardship, coaching, mentoring
Integrator/InspirerINTERNAL COHESIONShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Facilitator/InfluencerCONTINUOUS RENWAL AND LEARNINGAccountability, adaptability, empowerment, teamwork, innovation, delegation, personal growth
Manager/OrganiserHIGH PERFORMANCESystems, processes, company pride, quality, best practices,
CommunicatorRELATIONSHIPSEmployee recognition, employee and customer loyalty,conflict resolution
Financial ManagerFINANCIAL STABILITYProfit, compliance, shareholder value, employee health and safety
Positive Focus / Excessive FocusExcessive Focus
Power, Status,
Manipulation, Blame
Control, Greed
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Three Stages of Evolution and the Barrett Model
GROUP SUSTAINABILITY (6,7)Viable independent group structures
learn how to cooperate with each other for mutual benefit and eventually create
a higher order entity
GROUP SUSTAINABILITY (6,7)Viable independent group structures
learn how to cooperate with each other for mutual benefit and eventually create
a higher order entity
GROUP VIABILITY (4,5)Viable independent entities learn how to
bond with other viable independent entities to form a cohesive
group structure
GROUP VIABILITY (4,5)Viable independent entities learn how to
bond with other viable independent entities to form a cohesive
group structure
INDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become
viable and independent in their framework of existence
INDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become
viable and independent in their framework of existence
ServiceService
Making a differenceMaking a difference
Internal cohesionInternal cohesion
TransformationTransformation
Self-esteemSelf-esteem
RelationshipRelationship
SurvivalSurvival
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Three stages of personal evolution
ServiceService
Making a differenceMaking a difference
Internal cohesionInternal cohesion
TransformationTransformation
Self-esteemSelf-esteem
RelationshipRelationship
SurvivalSurvival
EGO / SOUL ALIGNMENT (4,5)Finding personal meaning in
existence and balancing self-interest with group interest
EGO / SOUL ALIGNMENT (4,5)Finding personal meaning in
existence and balancing self-interest with group interest
EGO DEVELOPMENT (1,2,3)Developing a healthy ego by overcoming the fears that
cause deficiency needs
EGO DEVELOPMENT (1,2,3)Developing a healthy ego by overcoming the fears that
cause deficiency needs
SOUL UNFOLDMENT (6,7)Cooperating with partners in strategic alliances to serve humanity and the
planet
SOUL UNFOLDMENT (6,7)Cooperating with partners in strategic alliances to serve humanity and the
planet
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Personal growth and leadership development
INTERNAL COHESION (4,5)
Individuals learn how to build teams and bond to form
group structures
INTERNAL COHESION (4,5)
Individuals learn how to build teams and bond to form
group structures
PERSONAL MASTERY (1,2,3)
Individuals learn how to become viable and independent in their
framework of existence
PERSONAL MASTERY (1,2,3)
Individuals learn how to become viable and independent in their
framework of existence
EGO / SOUL ALIGNMENT (4,5)
Finding personal meaning in existence and balancing self-interest with group interest
EGO / SOUL ALIGNMENT (4,5)
Finding personal meaning in existence and balancing self-interest with group interest
EGO DEVELOPMENT (1,2,3)
Developing a healthy ego by overcoming the fears that
cause deficiency needs
EGO DEVELOPMENT (1,2,3)
Developing a healthy ego by overcoming the fears that
cause deficiency needs
EXTERNAL COHESION (6,7)
Individuals learn how to cooperate across group
structures for mutual benefit
EXTERNAL COHESION (6,7)
Individuals learn how to cooperate across group
structures for mutual benefit
SOUL UNFOLDMENT (6,7)
Cooperating with partners in strategic alliances to serve humanity and the planet
SOUL UNFOLDMENT (6,7)
Cooperating with partners in strategic alliances to serve humanity and the planet
PERSONAL GROWTH
LEADERSHIP DEVELOPMENT
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Leadership development
Personal ComponentPersonal Component
Business ComponentBusiness Component
Three stages:
Personal masteryInternal cohesionExternal cohesion
Three stages:
Business masteryCultural masteryBusiness sustainability
Wilber’s four quadrantsWilber’s four quadrants
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Leadership development: Personal component
INTERNAL COHESION
“The need to be, and do what you were born to do.
To live with passion.”
Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills4.Bond with others for the good of the group5.Embrace values-based decision-making
INTERNAL COHESION
“The need to be, and do what you were born to do.
To live with passion.”
Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills4.Bond with others for the good of the group5.Embrace values-based decision-making
PERSONAL MASTERY
“Overcoming the limiting fear-based beliefs that create
personal entropy”
Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality
PERSONAL MASTERY
“Overcoming the limiting fear-based beliefs that create
personal entropy”
Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality
EXTERNAL COHESION
“Collaborate with others for mutual benefit and the good
of society.”
Preconditions: 1.Deepen personal growth2.Actualize soul’s purpose by making a difference 3.Become a coach and mentor4.Develop compassion, humility, and empathy5.Embrace intuition-based decision-making
EXTERNAL COHESION
“Collaborate with others for mutual benefit and the good
of society.”
Preconditions: 1.Deepen personal growth2.Actualize soul’s purpose by making a difference 3.Become a coach and mentor4.Develop compassion, humility, and empathy5.Embrace intuition-based decision-making
Stage 1 Stage 2 Stage 3
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Emotional Intelligence is part of Personal Mastery
• Self-awareness — the ability to read one's emotions and recognize their impact while using gut feelings to guide decisions.
• Self-management — involves controlling one's emotions and impulses and adapting to changing circumstances.
• Social awareness — the ability to sense, understand, and react to other's emotions while comprehending social networks.
• Relationship management - the ability to inspire, influence, and develop others while managing conflict.
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Social Intelligence is a part of Internal Cohesion
Social intelligence … “is less about mastering situations – or even mastering social skill sets – than about developing a genuine interest in, and talent for fostering positive feelings in the people whose cooperation and support you need – a set of interpersonal competencies …that inspire others to be effective.”
Social intelligence and the biology of leadership. Daniel Goleman and Richard Boyatzis, HBR September 2008
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Leadership development: Business component
CULTURAL MASTERY
“Building internal cohesion through values and mission
alignment.”
Preconditions: 1.Focus on accountability and empowerment2.Focus on adaptability and innovation3.Develop shared vision and shared values4.Embrace values-based decision-making
CULTURAL MASTERY
“Building internal cohesion through values and mission
alignment.”
Preconditions: 1.Focus on accountability and empowerment2.Focus on adaptability and innovation3.Develop shared vision and shared values4.Embrace values-based decision-making
BUSINESS MASTERY
“Building pride in performance through excellence ”
Preconditions:1.Focus on financial stability, employee health and safety2.Focus on employee recognition and customer loyalty3.Focus on quality, excellence, systems and processes 4.Focus on measurement
BUSINESS MASTERY
“Building pride in performance through excellence ”
Preconditions:1.Focus on financial stability, employee health and safety2.Focus on employee recognition and customer loyalty3.Focus on quality, excellence, systems and processes 4.Focus on measurement
BUSINESS SUSTAINABILITY
“Building strategic alliancesfor the good of society.”
Preconditions: 1.Focus on employee fulfillment 2.Focus on coaching and mentoring3.Focus on ethics and social responsibility 4.Focus on long-term perspective and future generations
BUSINESS SUSTAINABILITY
“Building strategic alliancesfor the good of society.”
Preconditions: 1.Focus on employee fulfillment 2.Focus on coaching and mentoring3.Focus on ethics and social responsibility 4.Focus on long-term perspective and future generations
11
3322
7766
4455
Stage 1 Stage 2 Stage 3
www.valuescentre.com 59
Leadership development focus based on CVA
Current Culture Values Desired Culture Values
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL= 10-0 | IROS (P)= 1-6-3-0 | IROS (L)= 0-0-0-0
1. short-term focus (L) 13 Level 1
2. blame (L) 11 Level 2
3. manipulation (L) 10 Level 2
4. caution (L) 7 Level 1
5. cynicism (L) 7 Level 3
6. bureaucracy (L) 6 Level 3
7. control (L) 6 Level 1
8. cost reduction 5 Level 1
9. empire building (L) 5 Level 2
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
1. cooperation 8 Level 5
2. accountability 7 Level 4
3. employee recognition 7 Level 2
4. trust 7 Level 5
5. leadership development 6 Level 6
6. teamwork 6 Level 4
7. commitment 5 Level 5
8. continuous improvement 5 Level 4
9. customer satisfaction 5 Level 2
10. empowerment 5 Level 4
INTERNAL COHESION (4,5)“The need to be, and do
what you were born to do. To live with passion.”
Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills 4.Bond with others for the good of the group5.Embrace values-based decision-making
INTERNAL COHESION (4,5)“The need to be, and do
what you were born to do. To live with passion.”
Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills 4.Bond with others for the good of the group5.Embrace values-based decision-making
PERSONAL MASTERY (1,2,3)“Overcoming the limiting
fear-based beliefs that create personal entropy”
Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality
PERSONAL MASTERY (1,2,3)“Overcoming the limiting
fear-based beliefs that create personal entropy”
Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality
www.valuescentre.com 60
Leadership development focus based on CVA
Current Culture Values Desired Culture Values
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 PL= 11-0 | IROS (P)= 2-1-7-1 | IROS (L)= 0-0-0-0
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
1. customer satisfaction 15 Level 2
2. continuous learning 12 Level 4
3. financial stability 11 Level 1
4. integrity 10 Level 5
5. mentoring 10 Level 6
6. continuous improvement 8 Level 4
7. global perspective 8 Level 3
8. making a difference 8 Level 6
9. shared vision 8 Level 5
10. excellence 7 Level 3
11. results orientation 7 Level 3
CULTURAL MASTERY (4,5)“Building internal cohesion through
values and mission alignment.”
Preconditions: 1.Focus on accountability and empowerment2.Focus on adaptability and innovation3.Develop shared vision and shared values4.Embrace values-based decision-making
CULTURAL MASTERY (4,5)“Building internal cohesion through
values and mission alignment.”
Preconditions: 1.Focus on accountability and empowerment2.Focus on adaptability and innovation3.Develop shared vision and shared values4.Embrace values-based decision-making
BUSINESS MASTERY (1,2,3)“Building pride in performance
through excellence ”
Preconditions:1.Focus on financial stability, employee health and safety2.Focus on employee recognition and customer loyalty3.Focus on quality, excellence, systems and processes 4.Focus on measurement
BUSINESS MASTERY (1,2,3)“Building pride in performance
through excellence ”
Preconditions:1.Focus on financial stability, employee health and safety2.Focus on employee recognition and customer loyalty3.Focus on quality, excellence, systems and processes 4.Focus on measurement
www.valuescentre.com 61
Leadership development focus based on CVA
Current Culture Values Desired Culture Values
PL= 10-0 | IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0 PL= 10-0 | IROS (P)= 0-2-8-0 | IROS (L)= 0-0-0-0
1. profit 11877 Level 1
2. customer focus 10507 Level 6
3. community involvement 9152 Level 6
4. results orientation 9014 Level 3
5. organizational growth 8969 Level 1
6. brand image 8839 Level 3
7. accountability 7601 Level 4
8. achievement 7579 Level 4
9. customer satisfaction 7460 Level 2
10. shareholder value 7205 Level 1
1. customer focus 9572 Level 6
2. customer satisfaction 9165 Level 2
3. accountability 9079 Level 4
4. balance (home/work) 7506 Level 4
5. staff engagement 7151 Level 5
6. leadership excellence 6989 Level 6
7. teamwork 6911 Level 4
8. best practice 6504 Level 3
9. continuous improvement 6316 Level 4
10. employee wellbeing 6253 Level 1
INTERNAL COHESION (4.5)“The need to be, and do
what you were born to do. To live with passion.”
Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills4.Bond with others for the good of the group5.Embrace values-based decision-making
INTERNAL COHESION (4.5)“The need to be, and do
what you were born to do. To live with passion.”
Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills4.Bond with others for the good of the group5.Embrace values-based decision-making
CULTURAL MASTERY (4,5)“Building internal cohesion through
values and mission alignment.”
Preconditions: 1.Focus on accountability and empowerment2.Focus on adaptability and innovation3.Develop shared vision and shared values4.Embrace values-based decision-making
CULTURAL MASTERY (4,5)“Building internal cohesion through
values and mission alignment.”
Preconditions: 1.Focus on accountability and empowerment2.Focus on adaptability and innovation3.Develop shared vision and shared values4.Embrace values-based decision-making
www.valuescentre.com 62
Leadership development focus based on CVA
Current Culture Values Desired Culture Values
PL = 9-1 | IROS (P) = 2-3-4-0 | IROS (L) = 0-0-1-0
PL = 10-0 | IROS (P) = 1-5-4-0 | IROS (L) = 0-0-0-0
1. professionalism 277 Level 3
2. responsibility 215 Level 4
3. cooperation 213 Level 5
4. humor/fun 200 Level 5
5. job security (L) 188 Level 1
6. teamwork 173 Level 4
7. commitment 164 Level 5
8. quality 153 Level 3
9. customer satisfaction 149 Level 2
10. accountability 138 Level 4
1. employee fulfillment 299 Level 6
2. employee recognition 261 Level 2
3. professionalism 254 Level 3
4. cooperation 232 Level 5
5. humor/fun 229 Level 5
6. open communication 220 Level 2
7. respect 203 Level 2
8. responsibility 197 Level 4
9. trust 172 Level 5
10. customer satisfaction
168 Level 2
INTERNAL COHESION (4,5)“The need to be, and do
what you were born to do. To live with passion.”
Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills 4.Bond with others for the good of the group5.Embrace values-based decision-making
INTERNAL COHESION (4,5)“The need to be, and do
what you were born to do. To live with passion.”
Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills 4.Bond with others for the good of the group5.Embrace values-based decision-making
PERSONAL MASTERY (1,2,3)“Overcoming the limiting
fear-based beliefs that create personal entropy”
Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become accountable and responsible for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality
PERSONAL MASTERY (1,2,3)“Overcoming the limiting
fear-based beliefs that create personal entropy”
Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become accountable and responsible for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality
www.valuescentre.com 63
Role of CTT
Focus Focus on on
NationsNations
Focus Focus on on
NationsNations
www.valuescentre.com 64
Stages in the Development of National Consciousness
Global Global SustainabilityHuman Rights, Future Generations, Ecological Resilience.
External CohesionStrategic AlliancesRegional Collaboration, Environmental Awareness, Quality of Life .
Internal CohesionStrong National IdentityTrust, Openness, Transparency, Shared Vision and Values, Fairness.
TransformationDemocratic ProcessesEquality, Freedom of Speech, Consensus, Adaptability, Accountability.
Self-EsteemInstitutional EffectivenessRule of Law, National Pride, Governmental Efficiency
RelationshipSocial StabilityConflict Resolution, Racial Harmony, Rituals
SurvivalEconomic Stability Prosperity. Health, Defense, Social Safety Nets
Positive Focus /
7
6
5
4
3
2
1Corruption, Violence, Poverty, Greed.Corruption, Violence, Poverty, Greed.
Inequality, Discrimination, Intolerance. Inequality, Discrimination, Intolerance.
Bureaucracy, Central Control, Elitism. Bureaucracy, Central Control, Elitism.
Excessive FocusExcessive Focus
www.valuescentre.com 65
Current status of evolution of national consciousness
Current problems of existence require
global interventions at these levels
Current problems of existence require
global interventions at these levels
Most industrialized nations are
attempting to shift from 3 to 4
Most industrialized nations are
attempting to shift from 3 to 4
GROUP SUSTAINABILITY (6,7)GROUP SUSTAINABILITY (6,7)Viable independent nations learn how to Viable independent nations learn how to cooperatecooperate with each other for mutual with each other for mutual
benefit and the overall benefit and the overall good of humanitygood of humanity
GROUP SUSTAINABILITY (6,7)GROUP SUSTAINABILITY (6,7)Viable independent nations learn how to Viable independent nations learn how to cooperatecooperate with each other for mutual with each other for mutual
benefit and the overall benefit and the overall good of humanitygood of humanity
GROUP VIABILITY (4,5)GROUP VIABILITY (4,5)Viable independent individuals learn Viable independent individuals learn
how to how to bondbond with each other with each other to form a cohesive nationto form a cohesive nation
GROUP VIABILITY (4,5)GROUP VIABILITY (4,5)Viable independent individuals learn Viable independent individuals learn
how to how to bondbond with each other with each other to form a cohesive nationto form a cohesive nation
INDIVIDUAL VIABILITY (1,2,3)INDIVIDUAL VIABILITY (1,2,3)Individual humans learn how to become
viable and independent in their framework of existence
INDIVIDUAL VIABILITY (1,2,3)INDIVIDUAL VIABILITY (1,2,3)Individual humans learn how to become
viable and independent in their framework of existence
Most developing nations are
struggling to shift from 2 to 3
Most developing nations are
struggling to shift from 2 to 3
Nordic nations and The Netherlands are attempting to shift
from 4 to 5
Nordic nations and The Netherlands are attempting to shift
from 4 to 5
www.valuescentre.com 66
What we have done so far
2000 to2005: Experiments in mapping values of nations based on
voluntary responses to a website survey
2006: Latvia National Assessment for Government
2007: Bhutan National Assessment for International Center for Ethnographic Studies
2008: Denmark and Iceland National and Business assessments for Capacent Consultants
www.valuescentre.com 67Business Needs Copyright 2008 Barrett Values Centre September 2008
National Assessment: Current National Cultures
PL= 7-3 | IROS (P)= 3-1-2-1 | IROS (L)= 1-0-2-0
1. freedom of speech 471 Level 4
2. educational opportunities 437 Level 3
3. prosperity 356 Level 3
4. democratic process 344 Level 4
5. financial stability 322 Level 1
6. personal freedom 293 Level 4
7. human rights 263 Level 7
8. tradition (L) 256 Level 2
9. bureaucracy (L) 253 Level 3
10. materialistic (L) 232 Level 1
Current Culture Values
Denmark (21%)Current Culture Values
PL= 11-0 | IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0
1. continuous improvement 195 Level 4
2. environmental protection 104 Level 1
3. strict moral/religious codes 104 Level 3
4. political rights 102 Level 3
5. education 100 Level 4
6. nature conservancy 91 Level 6
7. shared vision 90 Level 5
8. information availability 88 Level 3
9. shared values 88 Level 5
10. contentment 87 Level 5
11. social justice 87 Level 4
Bhutan (6%)
www.valuescentre.com 68Business Needs Copyright 2008 Barrett Values Centre September 2008
National Assessment: Current National Cultures
Current Culture Values
Iceland (54%)
PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0
1. materialistic (L) 419 Level 1
2. short-term focus (L) 324 Level 1
3. educational opportunities 275 Level 3
4. uncertainty about the future (L) 275 Level 1
5. corruption (L) 269 Level 1
6. elitism (L) 264 Level 3
7. material needs 224 Level 1
8. wasted resources (L) 207 Level 3
9. gender discrimination (L) 196 Level 2
10. blame (L) 177 Level 2
PL= 0-10 | IROS (P)= 0-0-0-0 | IROS (L)= 4-2-4-0
1. corruption (L) 726 Level 1
2. bureaucracy (L) 604 Level 3
3. inequality (L) 522 Level 2
4. poverty (L) 495 Level 1
5. unemployment (L) 430 Level 1
6. crime/violence (L) 424 Level 1
7. environmental pollution (L) 331 Level 1
8. emphasis on materiality (L) 298 Level 1
9. self interest (L) 251 Level 3
10. drug addiction (L) 246 Level 1
Current Culture Values
Latvia (54%)
www.valuescentre.com 69
Bhutan: Group (403)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL = 9-1 | IRS (P) = 4-4-1 | IRS (L) = 1-0-0 PL = 10-1 | IROS (P) = 1-0-7-2 | IROS (L) = 0-0-1-0 PL = 9-1 | IROS (P) = 1-1-6-1 | IROS (L) = 0-0-1-0
Matches
PV - CC 1CC - DC 6PV - DC 2
1. friendship 180 Level 2
2. continuous learning 160 Level 4
3. compassion 128 Level 7
4. caution (L) 122 Level 1
5. sincerity 121 Level 5
6. social justice 118 Level 7
7. self-discipline 102 Level 1
8. optimism 95 Level 5
9. helpfulness 94 Level 2
10. caring 92 Level 2
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
1. continuous improvement 195 Level 4
2. environmental protection 104 Level 1
3. strict moral/religious codes (L)
104 Level 3
4. political rights 102 Level 3
5. education 100 Level 4
6. nature conservancy 91 Level 6
7. shared vision 90 Level 5
8. information availability 88 Level 3
9. shared values 88 Level 5
10. contentment 87 Level 5
11. social justice 87 Level 4
1. education 115 Level 4
2. continuous improvement 113 Level 4
3. freedom of speech 113 Level 4
4. economic growth 107 Level 1
5. social justice 100 Level 4
6. contentment 93 Level 5
7. environmental protection 89 Level 1
8. compassion 83 Level 7
9. full employment 82 Level 3
10. strict moral/religious codes (L)
82 Level 3
Values Plot Copyright 2008 Barrett Values Centre August 2008
3%
1%
2%
5%
12%
10%
25%
10%
14%
19%
0% 20% 40%
1
2
3
4
5
6
7
2%
1%
3%
8%
8%
10%
18%
10%
9%
32%
0% 20% 40%
1
2
3
4
5
6
7
2%
1%
3%
8%
8%
10%
17%
10%
11%
31%
0% 20% 40%
1
2
3
4
5
6
7
Bhutan: Group (403)
C
T
S
Values Distribution Copyright 2008 Barrett Values Centre August 2008
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 49-19-32Entropy = 6%
CTS = 37-32-31Entropy = 6%
CTS = 38-31-31Entropy = 6%
Personal Values
Current Culture Values
Desired Culture Values
5%
12%
10%
19%
25%
10%
14%
8% 8%
10%
32%
18%
10%9%
8% 8%
10%
31%
17%
10%11%
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
Personal Current Culture Desired Culture
Bhutan: Group (403)
Positive Values Distribution Copyright 2008 Barrett Values Centre August 2008
Bhutan: Group (403)
Business Needs Copyright 2008 Barrett Values Centre August 2008
Value Jumps
www.valuescentre.com 73
Bhutan: Group (403)
Business Needs Copyright 2008 Barrett Values Centre August 2008
Limiting Values
www.valuescentre.com 74
Some questions for consideration
How can we bring a transformational leadership approach to the Earth Charter and Millennium Development Goals
What would it take to get the global business community to take action/contribute to the international development agenda as expressed in the Earth Charter and Millennium Development Goals.
How can you as a business coach (and your leader within) interact with business leaders to make this happen?
What are the most important leverage points between business and development?
2008 CTT Conference: Humanity Assessment
Prepared by:
Barrett Values Centre
September, 2008
www.valuescentre.com 76
Humanity Assessment
Personal Values Please select 10 values/behaviors that most reflect who you are,
not who you desire to become
Current Culture Please select 10 values/behaviors that most represent your
experience of humanity as it exists today
Desired Culture Please select 10 values/behaviors that you believe humanity must
embrace to create a sustainable future
What do you consider to be the three most pressing issues for humanity at this point in time?
76
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL= 10-0 | IRS (P)= 7-2-1 | IRS (L)= 0-0-0 PL= 2-9 | IROS (P)= 0-0-1-1 | IROS (L)= 2-3-4-0 PL= 13-0 | IROS (P)= 2-4-3-4 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 2PV - DC 2
1. integrity 23 Level 5
2. well-being (physical/emotional/mental/spiritual)
20 Level 6
3. continuous learning 18 Level 4
4. making a difference 16 Level 6
5. family 15 Level 2
6. humor/fun 15 Level 5
7. personal growth 14 Level 4
8. balance (home/work) 13 Level 4
9. compassion 13 Level 7
10. financial stability 13 Level 1
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
1. over consumption (L) 25 Level 1
2. conflict/aggression (L) 23 Level 2
3. uncertainty about the future (L)
22 Level 1
4. short-term focus (L) 18 Level 1
5. environmental pollution (L) 15 Level 1
6. lack of accountability (L) 15 Level 2
7. corruption (L) 14 Level 1
8. bureaucracy (L) 13 Level 3
9. elitism (L) 13 Level 3
10. concern for future generations
12 Level 7
11. educational opportunities
12 Level 3
1. ecological responsibility 21 Level 6
2. concern for future generations
20 Level 7
3. culture of peace 19 Level 7
4. compassion 16 Level 7
5. long-term perspective 16 Level 7
6. human dignity 14 Level 4
7. educational opportunities 13 Level 3
8. food security 13 Level 1
9. well-being (physical/emotional/mental/spiritual)
13 Level 6
10. collaborative approach 12 Level 6
11. forgiveness 12 Level 7
12. sustainable development 12 Level 6
13. wisdom 12 Level 7
Values Plot Copyright 2008 Barrett Values Centre September 2008
Humanity Assessment (2008 CTT Conference): Group (47)
0%
0%
0%
6%
10%
4%
22%
20%
19%
18%
0% 20% 40%
1
2
3
4
5
6
7
26%
16%
10%
6%
4%
7%
3%
11%
8%
9%
0% 20% 40%
1
2
3
4
5
6
7
0%
0%
0%
7%
3%
5%
10%
23%
34%
18%
0% 20% 40%
1
2
3
4
5
6
7
Humanity Assessment (2008 CTT Conference): Group (47)
C
T
S
Values Distribution Copyright 2008 Barrett Values Centre September 2008
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 61-18-21Entropy = 0%
CTS = 22-9-69Entropy = 52%
CTS = 67-18-15Entropy = 0%
Personal Values
Current Culture Values
Desired Culture Values
6%
10%
4%
18%
22%
20%19%
6%
4%
7%
9%
3%
11%
8%7%
3%
5%
18%
10%
23%
34%
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
Personal Current Culture Desired Culture
Humanity Assessment (2008 CTT Conference): Group (47)
Positive Values Distribution Copyright 2008 Barrett Values Centre September 2008
0%
52%
0%20%
17%
15%
18%
9%
18%
61%
22%
67%
Humanity Assessment (2008 CTT Conference): Group (47)
Common Good
Transformation
Self-Interest
Cultural Entropy
CTS Copyright 2008 Barrett Values Centre September 2008
Personal Values
Current Culture Values
Desired Culture Values
www.valuescentre.com 81
Humanity Organizational Assessment: Group (47)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL= 10-0 | IRS (P)= 7-2-1 | IRS (L)= 0-0-0 PL= 10-0 | IROS (P)= 1-3-5-1 | IROS (L)= 0-0-0-0 PL= 11-0 | IROS (P)= 2-1-7-1 | IROS (L)= 0-0-0-0
Matches
PV - CC 3CC - DC 6PV - DC 4
1. integrity 23 Level 5
2. well-being (physical/emotional/mental/spiritual)
20 Level 6
3. continuous learning 18 Level 4
4. making a difference 16 Level 6
5. family 15 Level 2
6. humor/fun 15 Level 5
7. personal growth 14 Level 4
8. balance (home/work) 13 Level 4
9. compassion 13 Level 7
10. financial stability 13 Level 1
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
1. continuous improvement 15 Level 4
2. making a difference 15 Level 6
3. continuous learning 14 Level 4
4. customer satisfaction 14 Level 2
5. financial stability 14 Level 1
6. accountability 12 Level 4
7. coaching/mentoring 12 Level 6
8. customer collaboration 12 Level 6
9. teamwork 12 Level 4
10. commitment 11 Level 5
1. humor/fun 17 Level 5
2. customer satisfaction 16 Level 2
3. making a difference 16 Level 6
4. customer collaboration 15 Level 6
5. innovation 15 Level 4
6. accountability 14 Level 4
7. continuous improvement 14 Level 4
8. shared values 14 Level 5
9. continuous learning 13 Level 4
10. shared vision 13 Level 5
11. well-being (physical/emotional/mental/spiritual)
13 Level 6
Values Plot Copyright 2008 Barrett Values Centre September 2008
0%
0%
0%
6%
10%
4%
22%
20%
19%
18%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
5%
6%
6%
11%
21%
18%
7%
25%
0% 20% 40%
1
2
3
4
5
6
7
0%
0%
0%
4%
7%
9%
26%
22%
8%
24%
0% 20% 40%
1
2
3
4
5
6
7
Humanity Organizational Assessment: Group (47)
C
T
S
Values Distribution Copyright 2008 Barrett Values Centre September 2008
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 61-18-21Entropy = 0%
CTS = 46-25-30Entropy = 6%
CTS = 56-24-20Entropy = 0%
Personal Values
Current Culture Values
Desired Culture Values
6%
10%
4%
18%
22%
20%19%
6% 6%
11%
25%
21%
18%
7%
4%
7%
9%
24%
26%
22%
8%
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
Personal Current Culture Desired Culture
Humanity Organizational Assessment: Group (47)
Positive Values Distribution Copyright 2008 Barrett Values Centre September 2008
0% 6% 0%20%
23%20%
18%
25%
24%
61%46%
56%
Humanity Organizational Assessment: Group (47)
Common Good
Transformation
Self-Interest
Cultural Entropy
CTS Copyright 2008 Barrett Values Centre September 2008
Personal Values
Current Culture Values
Desired Culture Values
Humanity Organizational Assessment: Group (47)
Current Culture Values Desired Culture Values
Finance Finance
Fitness Client Relations
Evolution Culture
Societal Contribution
Societal Contribution
Current CultureDesired Culture
Finance financial stability
Fitness accountability accountability
Client Relations
customer satisfaction
customer collaboration
customer satisfaction
customer collaboration
Evolution
continuous improvement
continuous learning
innovation
continuous improvement
continuous learning
Culture
coaching/mentoring
teamwork
humor/fun
shared values
shared vision
well-being (physical/emotional/mental/spirit
ual)
Societal Contribution
making a difference
making a difference
Business Needs Copyright 2008 Barrett Values Centre September 2008
www.valuescentre.com 86
Pressing issues for humanity
www.valuescentre.com 87
Questions
What would it take to get the global business community to take action/contribute to the international development agenda as expressed in the Earth Charter and Millennium Goals.
How can you as a consultant or a business coach interact with business leaders to make this happen?
What are the most important leverage points between business and development?
87