richard-barrett the role of coaching in the cultural transformation of organizations

7/28/2019 Richard-Barrett the Role of Coaching in the Cultural Transformation of Organizations

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www.valuescentre.com 1

Coaching for Cultural Transformation

Who am I?


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Who am I? A Student

Age 5

Age14

Age 17


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Who am I? A World Traveler

Places I have lived Places I have worked


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Who am I? A Writer

1995 1998 2006


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Who am I? A Writer

2008

Chapter 15: Coaching for Cultural Transformation Using CTT

Psychometrics

in

Coaching


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What is Culture?

The Role of Coaching in the Cultural

Transformation of Organisations

The Role of Coaching in the CulturalTransformation of Organisations


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Culture and Values

The culture of an organisation or any group of individuals

is a reflection of the values, beliefs and behavioursof leaders of the group.

Beliefs may be conscious or subconscious.

The culture represents

the way things are done around here.

CULTURE


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What is

Transformation?

The Role of Coaching in the Cultural

Transformation of Organisations

The Role of Coaching in the CulturalTransformation of Organisations


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Change, Transformation, Evolution

CHANGE

TRANSFORMATION

EVOLUTION

Doing what we do now, but doing it differently - faster,

more agile, six sigma, re-engineering, restructuring, etc.

A new way of being that leads to a new way ofdoing a shift in awareness and

understanding that leads to a new level of

consciousness.

A constant state of change and transformation that allowsan organisation to survive and thrive in an uncertain world


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Change, Transformation, Evolution

Service

Making adifference

Internal

cohesion

Transformation

Self-esteem

Relationship

Survival

We change as we learn to

master a specific level ofconsciousness.

We transform when we

shift from one level of

consciousness to the next.

Evolution =

Change +

Transformation


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What is Transformation?

Service

Making adifference

Internalcohesion

Transformation

Self-esteem

Relationship

Survival

The significant

problems we facecannot be solved at the

same level of thinking

that created them.

Transformation


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The Role of the Coach

The role of the coach is to promotepersonal evolution.

The impact of the personal evolution ofa leader is the cultural evolution of the

organisation that the leader leads.

Therefore, the coach needs tounderstand the cultural context in

which the leader operates and theimpact that the personal evolution ofthe leader will have on the

organisation.


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The Barrett Model


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Growth Needs and Deficiency Needs

Growth NeedsWhen these needs are

fulfilled they do not go away,

they engender deeper levels

of motivation and

commitment.

Deficiency NeedsAn individual gains no sense

of lasting satisfaction from

being able to meet these

needs, but feels a sense of

anxiety if these needs

are not met.

Physiological

Safety

Love & Belonging

Self-esteem

Know and

UnderstandAbraham Maslow

SelfActualization


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Richard Barrett

Maslows Needs to Barretts Consciousness

Know and

Understand

Physiological

Safety

Love & Belonging

Self-esteem

Self-Actualization

Abraham MaslowKnow and

Understand

Needs Consciousness


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Maslows Needs to Barretts Consciousness

Know and

Understand

Physiological

Safety

Love & Belonging

Self-esteem

Know and

Understand

Needs Consciousness

1. Expansion of self-

actualization into multiple

levels.

2. Substitute states ofconsciousness for hierarchy of

needs.

3. Each state of consciousness

is defined by specific values

and behaviours.


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Seven stages of personal development

Service

External cohesion

Internal cohesion

Transformation

Self-esteem

Relationship

Survival Physical survival and safety

Belonging and feeling loved

Building a sense of self-worth

Personal growth/development

Finding personal meaning

Making a difference

Serving humanity and planet


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Stages in the Development of Personal Consciousness

ServiceSERVICE TO HUMANITY AND THE PLANETDevoting your life in self-less service toyour purpose and vision

Making a difference

COLLABORATING WITH PARTNERSWorking with others to make a positivedifference by actively implementing yourpurpose and vision

Internal cohesion

FINDING PERSONAL MEANINGUncovering your sense of purpose and

creating a vision for the future you want tocreate

Transformation

PERSONAL GROWTHUnderstanding your deepest motivationsand experiencing responsible freedom byletting go of your fears

Self-esteem

SIGNIFICANCEFeeling a positive sense of pride in self andability to manage

your life

Relationship

BELONGINGFeeling a personal sense of belonging,feeling loved by selfand others

Survival

FINANCIAL SECURITY & SAFETYCreating a safe secure environment for selfand significantothers

Positive Focus / Excessive Focus

Power, Status,

Being liked, Blame

Control, Greed


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Stages in the Development of Organisational Consciousness

Service

SERVICE TO HUMANITY AND THE PLANET

Social responsibility, future generations, long-term perspective, ethics, compassion, humility

External Cohesion

STRATEGIC ALLIANCES AND PARTNERSHIPSCollaboration, environmental awareness,community involvement, employee fulfillment,coaching/mentoring

Internal Cohesion

BUILDING CORPORATE COMMUNITYShared values, vision, commitment, integrity,

trust, passion, creativity, openness,transparency

Transformation

CONTINUOUS RENEWAL AND LEARNINGAccountability, adaptability, empowerment,delegation, teamwork, innovation, goalsorientation, personal growth

Self-Esteem

HIGH PERFORMANCESystems, processes, quality, best practices,pride inperformance,

Relationship

EMPLOYEE RECOGNITIONLoyalty, open communication, customersatisfaction,friendship,

Survival

FINANCIAL STABILITYShareholder value, profit, organisational growth,employee healthand safety


Control, Corruption, Greed

Bureaucracy, Complacency

Manipulation, Blame


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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/Mentor

COLLABORATION WITH PARTNERSStrategic alliances, community involvement,environmental stewardship, coaching,mentoring

Integrator/Inspirer

INTERNAL COHESIONShared values, vision, commitment,

integrity, trust, passion, creativity,openness, transparency

Facilitator/Influencer

CONTINUOUS RENWAL AND LEARNINGAccountability, adaptability, empowerment,teamwork, innovation, delegation, personalgrowth

Manager/Organiser

HIGH PERFORMANCESystems, processes, company pride, quality,best practices,

Communicator

RELATIONSHIPSEmployee recognition, employee andcustomer loyalty,conflict resolution

Financial Manager

FINANCIAL STABILITYProfit, compliance, shareholder value,employee healthand safety


Power, Status,

Manipulation, Blame

Control, Greed


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The Cultural

TransformationTools


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CTT Sample of Corporate Clients

ABN AmroANZ Bank

AstraZeneca

Banque Populaire

Barclays Capital

BP Oil

Bridgestone FirestoneCampbells Food

Commonwealth Bank

Computer Associates

Corning

Campbells Food

Computer AssociatesDeutsche Bank

DHL

Ernst & Young

EricssonExxon

Ford Motor Company

IBM

IKEA

Ing Bank

Johnson & JohnsonKLM

Kraft

KPMG

Lloyds TSB

LOreal

Marsh McLennanMicrosoft

McDonalds

Motorola

NedBankNestle

Nortel

Petrobras

Pfizer

PWC

SEB BankSkandia

Smith & Nephew

Total Petroleum

Unilever

Vattenfall

VolvoWegmans

Wrigley

Xerox


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Cultural Transformation Tools

The most comprehensive cultural diagnostic value assessment

commercially available.

The survey form is customized for every organization.

The survey form is simple it takes only 15 minutes tocomplete.

The process is fast: 2-5 weeks from project initiation to report.

The system has been tried and testedby over 1000organizations.

Costs are the same for 100, 1000 or 10,000 employees.

The survey is availablein more than 18 languages and can becarried out in several languages at once.


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CVA: Demographics

26

Usually

anonymous

unless

working with

Senior Team


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CVA: Personal Values


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CVA: Current Culture Values


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CVA: Desired Culture Values


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Placement of values by level

30

Current Culture 100 Employees

Top Ten Values

1. tradition (L) (59)

2. diversity (54)

3. control (L) (53)

4. goals orientation (46)

5. knowledge (43)

6. creativity (42)

7. productivity (37)

8. image (L) (36)

9. profit (36)

10. open communication (31)

Service

External cohesion

Internal cohesion

Transformation

Self-esteem

Relationship

Survival

42 5

7

9

6

8

3

110


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Distribution of values by level

31

Current Culture

100 Employees

Service

External cohesion

Internal cohesion

Transformation

Self-esteem

Relationship

Survival

11%

CulturalEntropy

1

2

3

4

5

6

7


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Cultural Entropy Definition

CULTURAL ENTROPY

Cultural entropy is the amount of energy in anorganization that is consumed in unproductive work. It is

a measure of the friction, and pent-up frustration thatexists within an organization.


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Cultural Entropy

Cultural entropy represents the degree of dysfunction in a culture

Entropy Impact


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Signature Workshop

Full SpectrumConsciousness


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Full-spectrum Organisational Consciousness

Service

External cohesion

Internal cohesion

Transformation

Self-esteem

Relationship

Survival

Full-spectrumconsciousness occurswhen the top tenvalues in the currentculture of an

organisation, are allpositive anddistributed across alllevels ofconsciousness andthe overall

distribution of votesfor all values is welldistributed across alllevels.


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Examples of

Cultural ValuesAssessments


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Flexlite (53)

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)= 5-5-0 | IRS (L)= 0-0-0 PL= 4-7 | IROS (P)= 0-0-4-0 | IROS (L)= 0-4-3-0 PL= 11-0 | IROS (P)= 1-5-5-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 0CC - DC 1PV - DC 2

1. honesty 27 Level 5

2. commitment 24 Level 5

3. accountability 20 Level 4

4. adaptability 18 Level 4

5. reliability 18 Level 3

6. responsibility 18 Level 4

7. trust 17 Level 5

8. fairness 16 Level 5

9. caring 15 Level 2

10. humor/fun 15 Level 5

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. blame (L) 27 Level 2

2. long hours (L) 24 Level 3

3. profit 23 Level 1

4. bureaucracy (L) 22 Level 3

5. control (L) 21 Level 1

6. cost reduction 20 Level 1

7. productivity 20 Level 3

8. short-term focus (L) 18 Level 1

9. manipulation (L) 15 Level 2

10. continuous improvement 14 Level 4

11. power (L) 14 Level 3

1. customer satisfaction 31 Level 2




5. quality 15 Level 3

6. teamwork 15 Level 4

7. cooperation 14 Level 5

8. employee fulfillment 14 Level 6

9. employee recognition 14 Level 2

10. information sharing 13 Level 4

11. respect 13 Level 2

Values Plot Copyright 2008 Barrett Values Centre August 2008


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Flexlite (53)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values

PL= 10-0 | IRS (P)= 5-5-0 | IRS (L)= 0-0-0

Matches








7. trust 17 Level 5








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Flexlite (53)

Current Culture Values

PL= 4-7 | IROS (P)= 0-0-4-0 | IROS (L)= 0-4-3-0
















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Flexlite (53)

Desired Culture Values

PL= 11-0 | IROS (P)= 1-5-5-0 | IROS (L)= 0-0-0-0














August 2008


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Flexlite (53)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches








7. trust 17 Level 5






























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3%

1%

0%

4%

11%

16%

31%

5%

6%

24%

0% 20% 40%

1

2

3

4

5

6

7

11%

11%

19%

11%

6%

13%

8%

3%

2%

17%

0% 20% 40%

1

2

3

4

5

6

7

1%

0%

0%

6%

18%

14%

19%

8%

6%

27%

0% 20% 40%

1

2

3

4

5

6

7

Flexlite (53)

C

T

S

Values Distribution Copyright 2008 Barrett Values Centre August 2008

C = Common Good

T = Transformation

S = Self-Interest

Positive Values

Potentially Limiting

Values

CTS = 42-24-34Entropy = 4%

CTS = 13-17-70Entropy = 41%

CTS = 33-27-40Entropy = 0%

PersonalValues

Current CultureValues

Desired CultureValues


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4%

11%

16%

24%

31%

5%6%

11%

6%

13%

17%

8%

3%2%

6%

18%

14%

27%

19%

8%

6%

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

Personal Current Culture Desired Culture

Flexlite (53)

Positive Values Distribution Copyright 2008 Barrett Values Centre August 2008


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4%

41%

1%

30%

29%

39%

24%

17%

27%

42%

13%

33%

Flexlite (53)

Common Good

Transformation

Self-Interest

Cultural Entropy

CTS Copyright 2008 Barrett Values Centre August 2008

PersonalValues

Current CultureValues

Desired CultureValues


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Flexlite (53)

Current Culture Values Desired Culture Values

Finance Finance

FitnessClient

Relations

Evolution Culture

Societal

ContributionSocietal

Contribution

CurrentCulture

DesiredCulture

Financecost reduction

profit

Fitness

bureaucracy (L)

long hours (L)

productivity

accountability

quality

Client

Relations

customer

satisfaction

Evolution

continuous

improvement

short-term focus

(L)

continuous

improvement

Culture

blame (L)

control (L)

manipulation (L)

power (L)

cooperation

employee

fulfillment

employee

recognition

respect

teamwork

SocietalContribution

Business Needs Copyright 2008 Barrett Values Centre August 2008

C hi f C lt l T f ti


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CTT

CoachingTools


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CTT Coaching Tools


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CTT Coaching Tools

The Leadership Values Assessment is a

feedback instrument that compares peoples

perception of the values they believe best

describe their management/operational style with

their colleagues perception of their

management/operational style. The instrument

also compares leaders perception of their own

strengths, and the behaviours that they believe

they need to improve or stop, with the assessors

perceptions.

Leadership ValuesAssessment

CTT Coaching Tools


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CTT Coaching Tools

Leadership Values

Assessment


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Leaders survey: Part 2


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Leader s survey: Part 2

1. What would you consider to be your strengths (at least 3 items)?

2. Describe three things you want to improve or stop

3. What, if anything, are you doing to change this?

Assessors survey: Part 1


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Assessor s survey: Part 1

Assessors survey: Part 2


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Assessor s survey: Part 2

1. Writ out what you consider to be this persons strengths (at least 3 items)

2. What three things would you like this person to stop or improve?

3. What feedback would you like this person to have?


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Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Jeff's Values Assessors' Top 11 Values

Matches 5

Jeff Vader

balance (home/work) Level 4

balance(physical/emotional/mental/spiritual)

Level 6

empathy Level 6

fairness Level 5

internal communitybuilder

Level 5

nurturing Level 6

personal relationships Level 2

positive attitude Level 5

trustworthy Level 5

wisdom Level 7

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


Level 6

compassion Level 7

empathy Level 6

employee development Level 4

forgiveness Level 7

humor/fun Level 5

listener Level 2

mentoring Level 6

nurturing Level 6



PL = 10-0 | IRO (P) = 4-5-1 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 3-7-1 | IRO (L) = 0-0-0


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0%

0%

0%

0%

10%

0%

40%

30%

10%

10%

0% 20% 40% 60%

1

2

3

4

5

6

7

0%

0%

0%

0%

18%

0%

18%

36%

18%

9%

0% 20% 40% 60%

1

2

3

4

5

6

7

Jeff Vader

C

T

S

C = Common Good

T = Transformation

S = Self-Interest

Positive Values


Values

CTS = 80-10-10Entropy = 0%

CTS = 72-9-19Entropy = 0%

Jeff'sValues

Assessors'Values

Leadership Distribution Copyright 2008 Barrett Values Centre August 2008


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Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Jim's Values Assessors' Top 11 Values

Matches 3

Jim Vader


Level 6

goals orientation Level 4

listener Level 2

mission focus Level 4

organizational growth Level 1

perseverance Level 4

respect Level 2

results orientation Level 3team player Level 4

trustworthy Level 5

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


Level 6

compassion Level 7

employee fulfillment Level 6

humor/fun Level 5

listener Level 2

mentoring Level 6



strategic alliances Level 6

team player Level 4

vision Level 7

PL = 10-0 | IRO (P) = 3-4-3 | IRO (L) = 0-0-0 PL = 11-0 | IRO (P) = 4-5-2 | IRO (L) = 0-0-0


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0%

0%

0%

10%

20%

10%

10%

10%

0%

40%

0% 20% 40% 60%

1

2

3

4

5

6

7

0%

0%

0%

0%

18%

0%

18%

36%

18%

9%

0% 20% 40% 60%

1

2

3

4

5

6

7

Jim Vader

C

T

S

C = Common Good

T = Transformation

S = Self-Interest

Positive Values


Values

CTS = 20-40-40Entropy = 0%

CTS = 72-9-19Entropy = 0%

Jim'sValues

Assessors'Values



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0%

0%

0%

0%

0%

30%

30%

10%

20%

10%

0% 20% 40% 60%

1

2

3

4

5

6

7

9%

18%

9%

0%

0%

36%

0%

0%

0%

27%

0% 20% 40% 60%

1

2

3

4

5

6

7

Darth Vader

C

T

S

C = Common Good

T = Transformation

S = Self-Interest

Positive Values


Values

CTS = 60-10-30Entropy = 0%

CTS = 0-27-73Entropy = 36%

Darth'sValues

Assessors'Values


Personal Entropy


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Personal Entropy

Entropy Impact

20% Critical Issues: The leader is significantlycompromising his or her personal integrity and theability of those around him or her to achieve highstandards and levels of performance

Underlying fears that drive deficiency needs


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Underlying fears that drive deficiency needs

LEVEL 2I do not have enough love, caring,attention, etc, to satisfy my need

for belonging

LEVEL 3I do not have enough power,

authority or respect to satisfy myneed for self-esteem

LEVEL 1

I do not have enough money, safety,protection, health, food, etc, to

satisfy my need for survival


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IVA: Personal Values


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IVA: Personal Values

IVA: Current Culture Values


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IVA: Current Culture Values

IVA: Desired Culture Values


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IVA: Desired Culture Values


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John Smith Individual Values Assessment

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


1. accountability Level 4

2. balance (home/work) Level 4

3. commitment Level 5

4. ethics Level 7

5. family Level 2

6. honesty Level 5

7. humor/fun Level 5

8. integrity Level 5

9. respect Level 2

10. responsibility Level 4

11. trust Level 5



1. being the best Level 3

2. brand image Level 3

3. bureaucracy (L) Level 3

4. client partnerships Level 6

5. community service Level 6

6. control (L) Level 1

7. corporate growth Level 1

8. internal competition (L) Level 2

9. market focus Level 3

10. profit Level 1

11. short-term focus (L) Level 1

1. accountability Level 4

2. balance (home/work) Level 4

3. client partnerships Level 6

4. commitment Level 5

5. customer focus Level 6

6. customer satisfaction Level 2

7. employee fulfillment Level 6

8. integrity Level 5

9. open communication Level 2

10. teamwork Level 4

11. trust Level 5



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John Smith Individual Values Assessment

Current Culture Values Desired Culture Values

Finance Finance

FitnessClient

Relations

Evolution Culture

Societal

Contribution

Societal

Contribution

Current Culture Desired Culture

Finance

corporate growth

profit

Fitness

being the best

bureaucracy (L)

internal competition (L)

accountability

Client Relationsbrand image

client partnerships

client partnerships

customer focus

customer satisfaction

Evolution short-term focus (L)

Culture control (L)

balance (home/work)

employee fulfillment

open communication

teamwork

trust

SocietalContribution

community service

Business Needs Copyright 2008 Barrett Values Centre August 2008



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oa g o u u a a o a o

Impact of

LeadershipCoaching

Impact of leadership coaching - MK


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p p g

LVA Feedback 13 Assessors

empowerment 8 Level 4

high standards 8 Level 3

balance(home/work)

7 Level 4

honesty 6 Level 5

accountability 5 Level 4

being the best 5 Level 3

continuousimprovement

5 Level 4

integrity 5 Level 5

mentoring 5 Level 6

passion 5 Level 5

respect 5 Level 2

trust 5 Level 5

PL = 12-0 | IRO (P) = 5-5-2 | IRO (L) = 0-0-0




caring 9 Level 5

mentoring 7 Level 6

listener 6 Level 2

passion 6 Level 5

respect 6 Level 2

balance (home/work) 5 Level 4

compassion 5 Level 7

making a difference 5 Level 6

PL = 10-0 | IRO (P) = 3-6-1 | IRO (L) = 0-0-0

2004 2008

Shift towards

full-spectrum

Impact of leadership coaching - MK


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p p g

PL = 10-0 | IRO (P) = 3-6-1 | IRO (L) = 0-0-0

2004 2008

0%

1%

0%

4%

14%

13%

26%

11%

10%

21%

0% 20% 40% 60%

1

2

3

4

5

6

7

CTS = 47-21-32Entropy = 1%

Feedback 14Assessors

0%

1%

0%

2%

13%

14%

26%

10%

7%

28%

0% 20% 40% 60%

1

2

3

4

5

6

7

CTS = 43-28-29Entropy = 1%


Shift towards

full-spectrum

Impact of leadership coaching - KR


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p p g

2005 2008

Shift towards

full-spectrum



accountability 7 Level 4

balance(home/work)

7 Level 4

customer service 6 Level 2

passion 6 Level 5

commitment 5 Level 5

continuousimprovement

5 Level 4


dependable 4 Level 3

employee recognition 4 Level 2

information sharer 4 Level 4

PL = 11-0 | IRO (P) = 3-5-3 | IRO (L) = 0-0-0



passion 8 Level 5

commitment 7 Level 5

humor/fun 7 Level 5

being the best 6 Level 3

caring 6 Level 5

customer service 6 Level 2

balance (home/work) 5 Level 4dependable 5 Level 3


respect 5 Level 2

PL = 11-0 | IRO (P) = 5-4-2 | IRO (L) = 0-0-0

Impact of leadership coaching - KR


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PL = 10-0 | IRO (P) = 3-6-1 | IRO (L) = 0-0-0

2005 2008 Feedback 14Assessors


Shift towards

full-spectrum

p p g

0%

1%

1%

2%

14%

19%

20%

7%

3%

33%

0% 20% 40% 60%

1

2

3

4

5

6

7

CTS = 30-33-37Entropy = 2%

2%

2%

2%

1%

13%

20%

32%

5%

6%

17%

0% 20% 40% 60%

1

2

3

4

5

6

7

CTS = 43-17-40Entropy = 6%

Video


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Using the LeadershipValues Assessment



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g

Understanding the

Role of theCultural TransformationTools in Cultural

Evolution

Human Systems Four Quadrants


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Personality

Individual valuesand beliefs

Character

Individualbehaviors

Culture

Group values

and beliefs

SocialStructures

Group behaviors

Individual

Collective

Values Behaviors

Based on the work of Ken Wilber

Barrett

Values Centre

Cultural Evolution


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Personality

Individual values and beliefs

Character

Individual behaviors

Culture

Group values and beliefs

Social Structures

Group behaviors

Values Behaviors

Group Cohesion Capacity for Collective Action

Personal Alignment

Structural Alignment

Values

AlignmentMission

Alignment

Individual

Collective

Barrett

Values Centre

Impact of Cultural Transformation Tools


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Personality


Character


Culture


Social Structures

Group behaviors

Individual

Collective

Values Behaviors


Barrett

Values Centre

LVA

CVA

Personal behaviourchange of leaders

Group behaviourchange


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Using IVA for Values and Mission Alignment


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Personality


Character


Culture


Social Structures

Group behaviors

Individual

Collective

Values Behaviors


Barrett

Values Centre

IVA

Values

AlignmentMission

Alignment

PV CC DC

When leaders transform the organisation transforms


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g

Wilbers four quadrants

21

3 4

When leaders changetheir beliefs and values,their behaviors change.

This influences the

culture of the group,which in turn changesthe behaviors of thegroup.

Organisational transformation begins with the personal transformation

of the leaders. Organisations dont transform. People do.



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For more information:

www.valuescentre.com

richard-barrett the role of coaching in the cultural transformation of organizations

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