livingston associates barrett values nations and communities

www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com

Building Values-Driven Organisations, Communities and Nations

December 2010

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National/Regional Values Assessments

Denmark Latvia Sweden Canada

Iceland Bhutan USA Belgium

AustraliaUK North West) BrazilFinland

Spain (Extremadura) Macedonia (Skopje) Argentina Venezuela

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Assessment Questions

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 National Culture Values

Please select ten of the following values/behaviours that most reflect how your society currently operates.

3) Desired National Culture Values

Please select ten of the following values/behaviours that you would most like to see reflected in your nation.

For more information: http://www.valuescentre.com/sectors/?sec=nations

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Cultural Entropy in Nations

Cultural entropy is a measure of the degree of dysfunction in a community or nation as represented by the proportion of votes for potentially limiting values in the Current Culture.

Cultural entropy provides a snap shot of the overall well-being of a community or nation as perceived by the population. It reflects current and past events, as well as the collective history of the community or nation.

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Cultural entropy

Cultural entropy represents the degree of dysfunction in a culture

Entropy Impact

<10% Prime: Healthy Functioning

11-19% Minor Issues: Requiring cultural and/or structural adjustment

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 leadership development

40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coaching and leadership development

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Entropy Percentages by Nation (2007 – 2010)

72%

63% 60% 58%54% 53% 51% 48%

43% 42% 39%34% 32%

21%

4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Vene

zuel

a

Icel

and

Arg

enti

na

USA

Latv

ia

Belg

ium

Braz

il

Finl

and

UK

(NW

)

Aus

tral

ia

Spai

n (E

XT)

Swed

en

Cana

da

Den

mar

k

Bhut

an

Cultural entropy is a measure of dysfunction or toxic energy in a system

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Argentina

Argentina financial crisis 2001

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Argentina

Entropy ≈60%

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The Barrett Seven Levels of Consciousness Model

Self-esteem

Service

Making a Difference

Internal Cohesion

Transformation

Relationship

Survival Physical

Emotional

Mental

Spiritual

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Iceland

Iceland Economic Collapse 2008

11

Iceland

Entropy 54%

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Iceland National Assessment 2010 (1094)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

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

Matches

PV - CC 0CC - DC 0PV - DC 3

Health Index (PL)

PV: 10-0CC: 1-9

DC: 10-0

1. family 598 2(R)

2. honesty 497 5(I)

3. friendship 357 2(R)

4. positive attitude 335 5(I)

5. trust 298 5(R)

6. fairness 292 5(R)

7. health 273 1(I)

8. accountability 268 4(R)

9. financial stability 268 1(I)

10. responsibility 264 4(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

1. uncertainty about the future (L)

530 1(I)

2. corruption (L) 507 1(O)

3. unemployment (L) 495 1(O)

4. blame (L) 442 2(R)

5. concern for future generations

347 7(S)

6. poverty (L) 326 1(I)

7. short-term focus (L) 307 1(O)

8. elitism (L) 296 3(R)

9. conflict/aggression (L) 283 2(R)

10. wasted resources (L) 282 3(O)

1. honesty 295 5(I)

2. financial stability 267 1(I)

3. employment opportunities

259 1(O)

4. family 235 2(R)

5. respect 230 2(R)

6. dependable public services

228 3(O)

7. poverty reduction 228 1(O)

8. educational opportunities 220 3(O)

9. caring for the elderly 219 4(S)

10. democratic process 217 4(R)

Values Plot Copyright 2010 Barrett Values Centre September 2010

Entropy 63%

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Iceland

Iceland National Assembly 2009/2010

1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers

Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability

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USA 2009

US Government forced to bail out banks and industry -2007 / 2008

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USA National Assessment 2010 (1504)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 1-9

DC: 10-0

1. family 655 2(R)

2. caring 646 2(R)

3. honesty 610 5(I)

4. humor/fun 573 5(I)

5. responsibility 508 4(I)


7. independence 435 4(I)


9. compassion 427 7(R)

10. respect 379 2(R)



1. bureaucracy (L) 761 3(O)

2. corruption (L) 727 1(O)

3. blame (L) 680 2(R)


651 1(I)


6. materialistic (L) 586 1(I)

7. crime/violence (L) 534 1(R)


9. conflict/aggression (L) 437 2(R)

10. military strength 402 3(O)



567 7(S)

3. honesty 529 5(I)


488 1(O)


6. effective healthcare 435 1(O)

7. economic growth 398 1(O)

8. caring for the disadvantaged

395 4(S)

9. affordable housing 390 1(O)

10. peace 378 7(S)

Values Plot Copyright 2010 Barrett Values Centre January 2010

Entropy 58%

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Bhutan

Bhutan prioritise *GNH above GDP(*Gross National Happiness)

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Bhutan: Group (403)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 9-1CC: 11-0DC: 10-0


2. continuous learning 160 4(I)


4. caution (L) 122 1(I)

5. sincerity 121 5(I)

6. social justice 118 7(S)

7. self-discipline 102 1(I)

8. optimism 95 5(I)

9. helpfulness 94 2(R)

10. caring 92 2(R)



1. continuous improvement 195 4(O)

2. environmental protection

104 1(O)

3. strict moral/religious codes

104 3(O)

4. political rights 102 3(O)

5. education 100 4(O)

6. nature conservancy 91 6(S)

7. shared vision 90 5(O)

8. information availability 88 3(O)

9. shared values 88 5(O)

10. contentment 87 5(I)


1. education 115 4(O)

2. continuous improvement 113 4(O)

3. freedom of speech 113 4(O)

4. economic growth 107 1(O)


6. contentment 93 5(I)

7. environmental protection 89 1(O)


9. full employment 82 3(O)

10. strict moral/religious codes

82 3(O)

Values Plot Copyright 2009 Barrett Values Centre January 2009

Entropy 4%

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Example Outcomes

Australia National Conversation: Corporations, Government NGOs and Citizens.

Latvia 2030: Sustainable development strategy based on the values of the people. Highest planning document in Latvian Government

Iceland National Assembly. 1300 citizens from voting register chosen to help government rebuild a values driven nation.

Belgium Assessment under the Protection of the Royal Family. Politicians and mayors engaged in the dialogue with people.

http://bigconversation.org.au/

http://www.latvija2030.lv/upload/latvija2030_en.pdf

http://www.thjodfundur2009.is/english/

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Spain Extremadura

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Spain (Extremadura Region) 2010 (1182)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 3-7

DC: 10-0

1. family 715 2(R)

2. respect 583 2(R)


4. health 495 1(I)

5. listening 389 2(R)

6. diversity 342 4(R)

7. positive attitude 337 5(I)

8. well-being (physical/emotional/mental/spiritual)

320 6(I)

9. adaptability 309 4(I)

10. continuous learning 302 4(I)




2. illiteracy (L) 432 3(I)


391 1(I)

4. materialistic (L) 342 1(I)

5. blame (L) 318 2(R)



8. family 288 2(R)

9. quality of life 259 6(I)

10. bureaucracy (L) 255 3(O)


439 1(O)

2. equality 394 4(R)

3. respect 393 2(R)

4. diversity 386 4(R)

5. family 341 2(R)

6. quality of life 313 6(I)

7. community pride 298 5(O)


292 7(S)

9. affordable housing 272 1(O)

10. peace 269 7(S)

Values Plot Copyright 2010 Barrett Values Centre April 2010

Entropy 39%

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We Are Asheville Project

Ashville ProjectProject Mission: To illuminate collective perceptions of the community through the lens of our shared values.

Project Vision: To inform and empower problem-solving, decision-making and sustainability through an understanding of our community values.

The We Are Asheville project will highlight:

The personal values of the people of Asheville.• Who are we?• What collective strengths do we bring to our community?• How do we live these values in our personal lives?

How we see the culture of the community now.• What do our values say about our community?• What are our strengths?• Is anything missing?• How do we live our values on a day-to-day basis?

The values we see as necessary for the community's future.• What do we want our community to be like in the future?• Do we want to keep focus on any of the values currently

experienced in our community?• How can we live the new values being requested?• What advantages will these new values bring to our

community?

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Links

• knowlesconsulting.org

• valuescentre.com/we_are_asheville

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Whole System Change

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Why Culture?

Culture is a fundamental driver of operational and financial performance

Mapping the values of your culture provides a detailed roadmap for building a sustainable, high

performance organisation

The culture of an organisation is a reflection of the leader’s values and behaviours.

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Building a Values-Driven Organization:A Whole-System Approach to Cultural Transformation

2006

For more information contact:

www.valuescentre.com

© 2006 Richard Barrett

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Values-Driven?

What does it mean?

Using your values to drive decision-making so that you consciously create the future you want to experience and provide a consistently ethical basis for

decision-making.

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Human Systems – Four Quadrants

PersonalityIndividual values

and beliefs

Character Individual behaviors

CultureGroup values and beliefs

Social Structures

Group behaviors

Individual

Collective

Values Behaviors

Based on the work of Ken Wilber

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Cultural Evolution – Whole System Change

PersonalityIndividual values and beliefs

CharacterIndividual behaviors

CultureGroup values and beliefs

Social StructuresGroup behaviors

Values Behaviors

Group Cohesion – Capacity for Collective Action

Personal Alignment

Structural Alignment

Values Alignment

Mission Alignment

Individual

Collective

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The Seven Levels of Consciousness: Four quadrants

Wilber’s four quadrants

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3 4

When leaders change their beliefs and values, their behaviors change. This influences the culture of the group, which in turn changes the behaviors of the group.

Organisational transformation begins with the personal transformation of the leaders. Organisations don’t transform. People do.

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Develop objectives and KPIs

Achieve specific measurable targets

Finance

Fitness

Evolution

Societal Contribution

Client Relations

Culture

1. Define perspectives

2. Define Critical Success Factors (CSFs) for each perspective

3. Define measures (KPIs)

4. Define targets

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Types of indicator

Output Indicators: Measures related to performance improvement such as employee engagement, customer satisfaction, productivity etc.

Outcome Indicators: Measures related to deliverables such profitability, market share, shareholder value – cornerstone values

Causal Indicators: Measures related to culture, values and behaviors at company, business unit and individual levels, etc. (This is the cutting-edge – only available from CTT surveys)

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Types of indicator by perspective

Scorecard Perspective Type of Indicator

Finance Outcome Indicators

Fitness Output Indicators

Client Relations Output Indicators and Causal Indicators

Evolution Output Indicators

Culture Causal Indicators

Societal Contribution Output Indicators

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Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Rebecca's Values Assessors' Top 11 Values

Matches 1

Rebecca Doe

balance (home/work) Level 4

clarity Level 5

continuous learning Level 4

employee fulfillment Level 6

excellence Level 3

fairness Level 5

initiative Level 4

personal development Level 4

respect Level 2

teamwork Level 4

Orange = Values match P = Positive I = IndividualL = Potentially Limiting R = Relationship

(white circle) O = Organizational

Leadership Values Plot Copyright 2008 Barrett Values Centre August 2008

ambitious Level 3

commitment Level 5

goals orientation Level 4

Image (L) Level 3

positive attitude Level 5

reliable Level 3

efficiency Level 3

results orientation Level 3

teamwork Level 4

achievement Level 3

internally competitive (L) Level 2

PL = 10-0 | IRO (P) =5-3-2 | IRO (L) = 0-0-0 PL = 9-2 | IRO (P) = 5-2-2 | IRO (L) = 1-1-0

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0%

0%

0%

0%

10%

10%

20%

10%

0%

40%

0% 20% 40% 60%

1

2

3

4

5

6

7

2%

6%

5%

1%

9%

23%

23%

7%

2%

23%

0% 20% 40% 60%

1

2

3

4

5

6

7

Rebecca Doe

C

T

S

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 30-50-20Entropy = 0%

CTS = 32-23-45Entropy = 13%

Rebecca's Values

Assessors' Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008

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Jane Smith (8 Assessors)

DESIGNING YOUR ACTION PLAN

1. Personal Mastery

If your level of personal entropy is greater than 6% and/or you have one or more potentially limiting values observed by your assessors, you will need to focus on your personal mastery. This means your behaviours are driven by your conscious or subconscious fear-based beliefs (“limiting behaviours”). You will want to address the source of these fears.

For each potentially limiting value observed by your assessors write down what actions you propose to take to regulate these behaviours. You may wish to seek further clarity from your assessors about how to address these issues.

2. Alignment

These are the values that are coming across loud and clear to many of your assessors. If any of them are potentially limiting values address them as part of your personal mastery programme.

3. Unrealised Potential

If you have positive values in this section, first decide which of these values you would like to emphasise and then write down what behaviours you will adopt to make these values more observable to others.

If you have any potentially limiting values in this area, check to see if any of them are similar to any other potentially limiting values chosen by your assessors, that appear in the entropy table. Then decide if these are significant issues or not, and if they are, include them in your personal mastery programme (see 1 above).

4. Possible Blind Spots

If there are positive values in this section that you are unaware of, reflect on what behaviours you are demonstrating that would lead people to have chosen these values. Decide if these values are important to you, and to what extent you want to give them more emphasis in the future. How would you do that?

If there are potentially limiting values in this section bring them into your personal mastery programme (see 1 above).

5. Development Priorities

If you have any values in this section, write down how you are going to develop these skills/capabilities. Then, identify the areas from the observedbehaviour statements where you scored yourself significantly higher than your assessors and ask them what they believe you could do to improve your performance in these areas.

For each item, write down, how you intend to grow and develop this skill/capability. Your assessors’ feedback may help give you further insights/ ideas.

Designing your Action Plan Continued Copyright 2010 Barrett Values Centre

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This table shows how the top values chosen by your assessors may help you understand ways to enhance your leadership style and performance.

The number of votes are those allocated to each value by your assessors. Potentially limiting values are shown in red.

VALUES CHOSEN BY YOUR ASSESSORS


POSSIBLE BLIND SPOTSValues you demonstrate, perhaps without awareness of their impact.

DEVELOPMENT PRIORITIESNew requests from your assessors.

Value/ Behaviour Votes Level Value/ Behaviour Votes Level

honesty 5 5 leadership developer 4 6

integrity 4 5 compassion 3 7

reliable 4 3 long-term perspective 3 7

best practices 3 3 open communication 3 2

experience 3 3

productivity 3 3

trustworthy 3 5

Designing your Action Plan Copyright 2010 Barrett Values Centre

37


This table, and the one on the following page, show how the top values chosen by you and your assessors may help you understand ways to enhance your leadership style and performance.


VALUES CHOSEN BY YOU

ALIGNMENTYour chosen values, which are clearly recognised by your assessors.

UNREALISED POTENTIALYour chosen values, which are not strongly recognised by your assessors. Potentially limiting values here are not a major handicap.

Value/Behaviour Votes Level Value/Behaviour Votes Level

efficiency 6 3 accessible 1 2

commitment 5 5 balance (home/work) 1 4

customer satisfaction 5 2 continuous improvement 1 4

supportive 5 2 making a difference 1 6

accountability 4 4 teamwork 1 4


Designing your action plan Copyright 2010 Barrett Values Centre

38


This table shows how the top values chosen by your assessors may help you understand ways to enhance your leadership style and performance.


VALUES CHOSEN BY YOUR ASSESSORS


POSSIBLE BLIND SPOTSValues you demonstrate, perhaps without awareness of their impact.

DEVELOPMENT PRIORITIESNew requests from your assessors.

Value/ Behaviour Votes Level Value/ Behaviour Votes Level

honesty 5 5 leadership developer 4 6

integrity 4 5 compassion 3 7

reliable 4 3 long-term perspective 3 7

best practices 3 3 open communication 3 2

experience 3 3

productivity 3 3

trustworthy 3 5

Designing your Action Plan Copyright 2010 Barrett Values Centre

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The Barrett Seven Levels of Consciousness Model

Self-esteem

Service

Making a Difference

Internal Cohesion

Transformation

Relationship

Survival Physical

Emotional

Mental

Spiritual

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Survival Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Personal

HealthFinancial stabilityJob insecurity, Caution

Organisational

ProfitShareholder valueEmployee health/safetyControl, Exploitation

National/Community

Economic stabilityProsperitySafetyCorruption, Poverty

PRIMARY FOCUS: Foundations for Survival

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Relationship Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

FamilyFriendshipDemanding, Being liked

Organisational

Customer satisfactionOpen communicationRespectBlame, Manipulation

National/Community

Conflict resolutionRacial harmonyTraditionsDiscrimination, Victimisation

PRIMARY FOCUS: Relationships & Connectivity

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Self-esteem Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

Self-confidenceSuccessArrogance, Perfectionism

Organisational

EfficiencyProductivityQualityBureaucracy, Complacency

National/Community

Rule of lawReliable infrastructureGovernment efficiencyWasted resources, Illiteracy

PRIMARY FOCUS: Self-esteem & Performance

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Transformation Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

CouragePersonal growthBalance (home/work)

Organisational

InnovationDiversityTeamwork

National/Community

EqualityFreedom of speechAdaptability

PRIMARY FOCUS: Learning & Continuous improvement

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Internal Cohesion Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

TrustEnthusiasmCreativity

Organisational

IntegrityCooperationShared vision

National/Community

DialogueTransparencyCapacity for collective action

PRIMARY FOCUS: Alignment & Authenticity

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Making a Difference Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

Coaching & MentoringVolunteer work

Organisational

Employee fulfilmentEnvironmental awarenessStrategic alliances

National/Community

Quality of lifeMutually beneficial alliancesLeadership

PRIMARY FOCUS: Collaboration & Partnerships

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Service Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

WisdomHumilityCompassion

Organisational

EthicsSocial responsibilityLong-term perspective

National/Community

Social justiceSustainabilityFuture generations

PRIMARY FOCUS: Selfless Service

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The Barrett Seven Levels of Organisational Consciousness

Positive Focus / Excessive Focus

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

SurvivalFinancial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed

Employee RecognitionLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame

High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring

Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

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Full Spectrum Organisational Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival Profit

Open communication

Productivity

Accountability

Creativity

Coaching/mentoring

Long-term perspective

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Values and behaviors

Values are concepts that transcend contexts.

Behaviors are contextual.

Define three or four behaviors for each value.

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Values and behaviors

Teamwork:

The ability to align with others around a common sense of purpose and a desired outcome.

Observable behaviors:

• Trusts team members to represent his or her position and to do the right thing.

• Once a decision is made, teamwork shows support for that decision and the team.

• Seeks opinions from others, debates openly, asks for help and offers it willingly.

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The New Leadership Paradigm

livingston associates barrett values nations and communities

Technology