the ego-soul dynamics of depression at work

The Ego-Soul Dynamics of Depression at Work

Richard Barrett

Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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MY SPEECH TODAY

HOW TO CREATE A VALUES-DRIVEN CULTURE

WHO AM I?


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Chairman and Founder of the Barrett Values Centre(www.richardbarrett.net)

OUR MISSION

To support leaders in building positive values-driven organizations.

OUR VISION

To create a positive values-driven society.


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… powerful metrics to support leaders in building values-

driven organizations and values-driven

societies.

provides …

Phil Clothier, CEO of Barrett Values Centre.


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Key Stats:Founder: Richard BarrettSince: 1997Scale: Over 6000 organisations use CTT assessments in 94 countiesValues Assessments for:Individuals, Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and NationsGlobal Network: Over 5,000 Certified Practitioners and Consultants

Supporting Leaders in Building Values-Driven Organisations


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THE SECTORS WE WORK IN:

• Agriculture / forestry / fishing• Banking / Financial Services• Central / Local Government• Chemical and pharma• Construction• Education / University• Fast Moving Consumer Goods• Food and drink• Healthcare• Hospitality / Entertainment /

Tourism• IT/ Telecoms/ Electronics • Manufacturing

• Media/Film/TV/Publishing• Military• NGO / Not for profit• Oil/gas/mining• Police & Justice• Professional Services• Retail and wholesale• Scientific / Technical /

Engineering• Scientific and technical• Social housing• Transportation

1998 2006 2010 20111995

2012 2013 2014 2015 2016

MY BOOKS

1995

2012

BOOKS ABOUT PERSONAL TRANSFORMATION

1998 2006

2013

BOOKS ABOUT ORGANIZATIONAL TRANSFORMATION

2011

2015

BOOKS ABOUT NATIONAL TRANSFORMATION

2010

2014

BOOKS ABOUT LEADERSHIP

Books about Psychology

2013 2014 2016

These are the books I will be referring to today.


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“Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frameworks for measuring culture and enabling whole system change are elegant. His reservoir of know-ledge is vast and his connection to timeless wisdom is profound.”

Raj Sisodia, Co-founder and co-chairman of Conscious Capitalism Inc. and Professor of Global Business, Babson College, USA.

WHAT REVIEWERS ARE SAYING …


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This is not a book about coaching per se, it is about the framework of human development that coaches need to be familiar with to facilitate the full emergence of their client’s potential.“I rarely do reviews, but This one blows everything out of the park. It provides a frighteningly accurate and scientifically grounded framework that explains the entire process of human consciousness development, with practical tools especially for coaches. Coaching aside, Every human being needs to read this. Period.” Pang on Amazon.co.uk



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“A brilliant synthesis of the psychology of the future.” John Gray, author of Men Are From Mars, Women Are From Venus

“Richard’s brilliant book redefines the meaning of well-being for the 21st century. A must read!” Patricia Aburdene, author of Megatrends 2010: The Rise of Conscious Capitalism and Conscious Money.

“A brilliant book that will challenge your understanding of who you are and the world in which you live. Highly recommended.” John Mackey, co-Founder and co-CEO, Whole Foods Market.

Available August 2016



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MY SPEECH TODAY


IN ORDER TO UNDERSTAND THE EGO-SOUL DYNAMICS OF

DEPRESSION WE MUST ADDRESS THE PROBLEM OF IDENTITY


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Let’s do an exercise


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EXERCISE

I am going to make a series of statements.

If the statement is true for you, please stand up.

Otherwise remain seated.


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Who are you?

EXERCISE(Practice run)

I have a television


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Who are you?

EXERCISE(Practice run)

I am a television


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Who are you?

EXERCISE(Now the real thing)

I have a body


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Who are you?

EXERCISE(Now the real thing)

I am a body


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Who are you?

EXERCISE

I have an ego


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Who are you?

EXERCISE

I am an ego


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Who are you?

EXERCISE

I have a soul


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Who are you?

EXERCISE

I am a soul


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Who are you?

EXERCISE3 minutes

Discuss with your neighbour

1. Are you primarily an ego or are you primarily a soul?

2. Do you have a soul or are you a soul?


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Progression in Enlightenment

1. I have a soul 2. I am a soul3. Your soul has you

A fundamental shift in IDENTITYA shift from 3-D awareness to 4-D awareness


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MY SPEECH TODAY


… WE MUST ALSO SOLVE THE PROBLEM OF PERSPECTIVE


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an


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Understanding the difference between the Ego and Soul Realities

FIVE FINGER EXERCISE

If we can understand the difference between two-dimensional reality and three-dimensional reality then we can get a sense of what the difference is between

three-dimensional reality and four-dimensional reality.


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FIVE FINGER EXERCISE

FLATLAND


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Our physical senses are only tuned in to interpreting what is happening in our 3-D material reality—a narrow band of frequencies.

As long as we identify with our physical body and its senses, we will be unaware of what is happening in our 4-D energetic reality.

PERCEPTION


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Three-dimensional reality

SEPARATION

THE COMB ANALOGY


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Four-dimensional reality

CONNECTION

THE COMB ANALOGY


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Perception is the root of reality. Because of our limited senses we can only perceive a small spectrum of frequencies.

What you perceive and believe becomes your reality.

The only thing stopping you from identifying with your soul are the beliefs of the ego about who you are and the world in which you live.

PERCEPTION


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SOUL Four-dimensional energetic awareness

(The reality of the soul)

BODY MINDScience Psychology

Three-dimensional material awareness

(The reality of the ego)

EGO AND SOUL AWARENESS


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The non mathematician is seized by a mysterious shuddering when he hears of four-dimensional things, by a feeling that is not unlike the occult. But there is no more commonplace statement than the world in which we live is a four-dimensional continuum.

FOUR DIMENSIONAL AWARENESS


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Properties of 3-D ego awareness

Properties of 4-D soul awareness

Time Timelessness

Space Omnipresence

Matter Energy

PROPERTIES OF EGO AND SOUL AWARENESS


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The ego’s 3-D experience of reality

The soul’s 4-D experience of reality

Death and decay Being

Separation Connection

Limitation Possibility

Lack Abundance

FEAR LOVE

THE EGO’S AND SOUL’S EXPERIENCE OF REALITY


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What separates us from our souls (energetically) are the ego’s conscious and subconscious fear-based beliefs—your belief in separation, limitation, lack, death and decay (personal entropy).

The four-dimensional energetic soul lives in an energetic field of love energy—abundance, possibility, connection and being.

EGO-SOUL SEPARATION


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Ego’s material awareness

Soul’s energetic awareness

Death and decay Being

Separation Connection

Limitation Possibility

Lack Abundance

FEAR LOVE

THE SHIFT FROM EGO TO SOUL AWARENESS


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If you want to be happy and find meaning in your life

then this is what you must focus on.

The soul’s 4-D experience of reality

Being

Connection

Possibility

Abundance

LOVE

THE SOUL’S EXPERIENCE OF REALITY


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MY SPEECH TODAY


WITH THIS BACKGROUND ON IDENTITY AND PERSPECTIVE WE CAN NOW

DISCUSS DEPRESSION AND WELL-BEING IN THE CONTEXT OF EGO-SOUL

DYNAMICS


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MY SPEECH TODAY


A THEORY OF EMOTIONS


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My theory of emotions starts from the premise that all emotions are a reflection of energy shifts: a sudden increase or decrease in the amplitude of vibration of our energy field caused by the body’s or the ego’s reaction to changes in their external environment.

A positive energy shift enhances the stability of the human energy field, thereby supporting the health of the body. A negative energy shift diminishes the stability of the human energy field thereby inhibiting the health of the body.

A THEORY OF EMOTIONS


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POSITIVE EMOTIONSMeeting the needs of the ego—happiness Meeting the desires of the soul—joy

NEGATIVE EMOTIONS Not meeting the needs of the ego—anger Not meeting the desires of the soul—sadness Emotional needs might not be met—anxiety Body needs might not be met—fear

THE SIX BASIC EMOTIONS


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THE SIX BASIC EMOTIONS

Ego emotion Body emotion (feeling)

Soul emotion(feeling)

Needs/desires met Happiness (alive) Joy

Needs/desires might not be met Anxiety Fear (not applicable)

Needs/desires not met Anger (distress) Sadness

(depression)


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HAPPINESS

Happiness is the automatic energetic reaction that arises when we release the anxieties we have about not being able to meet one of our deficiency needs or when a potential threat to a need we have already satisfied is removed.

Once the anxiety is released, happiness is felt but quickly dissipates. When we are able to master our deficiency needs, we experience the feeling of contentment. Happiness is linked to the following feelings: relief, pride, pleasure, satisfaction and cheerfulness.


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JOY

Joy arises from the delight of the soul about getting its desires satisfied. Joy is the longest lasting positive emotion because it is linked to a sense of fulfilment.

Happiness quickly dissipates because it is linked to the release of fear. Joy is associated with the following feelings: optimism, enthusiasm, commitment, expression, creativity, connection, trust, and contribution.


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FEAR

Fear is the basic emotion shared by all living organisms. Fear is a present moment experience of the possibility of not getting your needs met. As soon as a threat disappears, the fear associated with the threat dissipates quickly. Fear is linked to the following feelings: shame, guilt, worry, distress, horror, shock, terror and fright. Thus, we can state:

A threat to our needs Fear


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ANXIETY

Whereas fear is a present moment experience of the possibility of not getting your needs met, anxiety is a present moment experience of the possibility of not getting your needs met in the future.

Anxiety about being punished for something you did, for example, is an experience of the possibility of not getting your love and safety needs met in the future.


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ANGER

Anger is the emotional upset associated with coming to terms with the implications arising from a need not being met.

The more attached we were to satisfying a particular need, the angrier we become when that need is not met or when we believe it might not be met.

Unmet need Anger


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ANGER

We suppress our anger when we feel vulnerable: when we believe that expressing our anger could compromise our ability to get one of our other deficiency needs met.

This is why children suppress their anger towards their parents. If they expressed their true feelings, they would risk compromising getting their needs met in the future.


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ANGER AND DEPRESSION

Anger/hatred turned inwards Depression

Hatred is the most physiologically damaging of all the feelings associated with anger, especially when your hate is turned inwards; when you believe you are the cause of the reason for not getting your needs met.

Hatred of others creates external separation; hatred of self creates internal separation; the ego’s separation from the soul.


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SADNESS

When the ego is unable to get its needs met, it experiences anger.

When the soul is unable to get its desires met, it experiences sadness.

When the sadness of the soul accumulates, we experience depression.

Unmet ego needs Unmet soul desires Sadness Depression


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DEPRESSION SICKNESS AND SUICIDE

When the soul continuously experiences sadness—when the ego consistently fails to get its deficiency needs met—the soul’s will to be present in 3-D awareness begins to wane.

When the soul’s will to be present wanes, the body’s will to stay alive weakens and the ego’s will to survive declines.

When the body’s will to stay alive weakens, the body’s immune system becomes compromised. When the ego’s will to survive declines, the ego begins to contemplate suicide.


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A measure of your ability to meet the needs you have at the stage of

psychological development you are at (personal mastery) and the needs of the stages of psychological development you

have passed through.

DEFINITION OF WELL-BEING


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Flourishing occurs towards the end of the second part of our lives after we have

mastered the seven stages of psychological development…

and we are able to live in full-spectrum consciousness

FLOURISHING


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Living in internal alignment (coherence)

Living in external alignment (cohesion)

You must experience both at the same time to feel a sense of well-being

TWO PARTS TO WELL-BEING


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Internal alignment = Personal alignment

External alignment = Cultural alignment

You must experience both at the same time to feel a sense of well-being

TWO PARTS TO WELL-BEING


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If you do not have personal alignment, it doesn’t matter what cultures you live in, you won’t be able to feel a sense of well-being. You will never be happy and find

meaning.

PERSONAL ALIGNMENT IS PRIMARY


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If you do have personal alignment, the cultures you live in

matter significantly.

They can support you in finding well-being or they can hinder you

in finding well-being.

IMPACT OF CULTURAL ALIGNMENT


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A measure of your ability to meet the needs you have at the stage of

psychological development you are at (personal mastery) and the needs of the stages of psychological development you

have passed through.

LET’S GO BACK TO OUR DEFINITION OF WELL-BEING


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Serving

Integrating

Self-actualising

Individuating

Differentiating

Conforming

Surviving Evol

ution

of P

erso

nal C

onsc

ious

ness

WHAT ARE THE STAGES OF PSYCHOLOGICAL DEVELOPMENT?


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Serving 60+ years

Integrating 50-59 years

Self-actualising 40-49 years

Individuating 25-39 years

Differentiating 8-24 years

Conforming 3-7 years

Surviving 0- 2 years Evol

ution

of P

erso

nal C

onsc

ious

ness

WHEN DO THEY OCCUR?


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Contribution

SOUL DESIRES Connection

Self-expression

START OF EGO-SOUL ALIGNMENT Freedom and autonomy

Security—recognition

EGO NEEDS Safety—belonging

Survival—competence Evol

ution

of P

erso

nal C

onsc

ious

ness

EGO NEEDS AND SOUL DESIRES


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In his book, Towards a Psychology of Being, Abraham Maslow asks the question: “How does growth happen?” He answers in the following way:

The single holistic principle that binds together the multiplicity of human motives is the tendency for a new and higher need to emerge as a lower need fulfils itself by being sufficiently gratified.


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Abraham Maslow calls our ego needs deficiency needs and the needs of our higher self (soul) growth needs.

Man’s higher nature rests on his lower nature, needing it as a foundation. The best way to develop this higher nature is to fulfil and gratify the lower nature first … (happiness).…satisfying our deficiencies avoids illness; growth satisfactions produce positive health … (meaning).


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Ego needs and Soul desires

Contribution

GROWTH NEEDS Connection

Self-expression

START OF EGO-SOUL ALIGNMENT Freedom and autonomy

Security—recognition

DEFICIENCY NEEDS Safety—belonging

Survival—competence Evol

ution

of P

erso

nal C

onsc

ious

ness


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Roberto Assagioli makes the following observation about the link between values and stages of development:

The existence of different levels of being having different values is an evident and undeniable manifest-ation of the great law of evolution, as it progresses from simple and crude stages to more refined and highly organized ones.


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Whatever we need is what we value.

Our values are a reflection of our needs.

Values are the energetic drivers of our aspirations and intentions.

Map your values: www.valuescentre.com/pva

NEEDS AND VALUES


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Because the ego believes it inhabits a body and lives in a material world, it thinks it can die.

Because it thinks it can die, it thinks it has needs, and because it thinks it has needs, it develops fears about not being able to get its needs met.

NEEDS AND FEARS


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The ego has needs and the soul has desires.

When the ego fails to get its needs met we feel anxious and fearful.

When the soul fails to get its desires met we feel sad and depressed.

EGO NEEDS AND SOUL DESIRES


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When you are able to meet your deficiency needs you feel happy and at ease with the world.

When you are unable to meet your deficiency needs you feel unhappy, anxious, fearful and may become depressed or suicidal.

When you are able to meet your growth needs, you want more. You feel joyful.

MEETING YOUR DEFICIENCY NEEDS


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Your ego is a field of conscious awareness that identifies with your physical body and material awareness.

The ego is not who you are. It is the mask you wear to get your needs met in the cultural framework of your material three-dimensional framework of existence.

Ego = False Self

WHAT IS AN EGO?


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“A man without a mask is indeed very rare. One even doubts the possibility of such a man. Everyone in some measure wears a mask.”

R. D. LaingThe Divided Self

THE EGO MASK


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Your soul is an individuated aspect of the universal energy field from which everything in our physical world derives its being.

Your soul is a field of conscious awareness that identifies with your four-dimensional energy field. It is who you really are. You don’t have a soul; your soul has you.

WHAT IS A SOUL?


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Soul Self = True Self + Unique Self

At the level of the true Self, we all share the same values. At the level of the unique self, we all have different skills, gifts, and talents. This, I believe, is what Maslow was referring to when he wrote:

“Each person’s inner nature is in part unique to himself and in part species-wide.”

THE TWO ASPECTS OF THE SOUL


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Because the soul identifies with your four-dimensional energy field and not with the body, the soul knows it cannot die.

The soul has no needs because at the level of reality at which it exists it instantaneously creates through its thoughts.

Because the soul has no needs, it has no fears.

THE REALITY OF THE SOUL

2013 2014 2016

These are the books I will be referring to today.

BOOKS ABOUT PSYCHOLOGY


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What is different about these books compared to almost all other works on the topics of stages of development and human well-being is that they explore psychological development from the perspective of the ego-soul evolutionary dynamic.

You will not find this approach in any scientific papers because the soul (sometimes called the higher-self or the inner core), along with the topic of consciousness, for the most part, is ignored by the academic world.

WHAT IS DIFFERENT ABOUT THESE BOOKS


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MY SPEECH TODAY


WHAT IS THE EGO-SOUL DYNAMIC AND WHAT ARE THE SEVEN STAGES OF PSYCHOLOGICAL DEVELOPMENT


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A personal journeyEvery person is on an evolutionary journey of psychological development.

Surviving

Conforming

Differentiating

Individuating

Self-actualizing

Integrating

Serving


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We grow in stages of psychological development

We operate at levels of consciousness

We live inside (are embedded in) cultural world views

STAGES, LEVELS AND WORLD VIEWS


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All things being normal, the level of consciousness we operate from will

correspond to the stage of psychological development

we have reached.

LEVELS OF CONSCIOUSNESS


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Stages Levels of ConsciousnessServing SERVICE

Integrating MAKING A DIFFERENCE

Self-actualising INTERNAL COHESION

Individuating TRANSFORMATION

Differentiating SELF-ESTEEM

Conforming RELATIONSHIP

Surviving SURVIVAL Evol

ution

of P

erso

nal C

onsc

ious

ness

STAGES AND LEVELS


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Surviving

STAGES OF PSYCHOLOGICAL DEVELOPMENT


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INFANCY -2 Years Old

Staying alive! LEARNING TO CONTROL

Ability to get basic physiological needs met.

Surviving

Stage Motivation



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Where does the will to survive come from?

You will not find the answer in any scientific papers.

The will to survive is the soul’s will to be present in 3-D material awareness.

The will to survive is the motivating force of the body-mind (reptilian mind/brain), the emotional-mind (limbic

mind/brain) and rational mind (neocortex mind/brain).

THE WILL TO SURVIVE


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Conforming



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Stages of Psychological Development

Conforming

Stage Motivation

CHILDHOOD 3-7 Years Old

Keeping safe and secure!LEARNING TO BE LOVED

Ability to feel accepted and sense of belonging.


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The ego begins to form soon after the limbic mind/brain becomes dominant around the age of two and continues developing until our early 20s.

The soul mind creates the ego mind when it becomes overwhelmed by the pain of being present in 3-D material reality. This pain is caused by the energy of fear and separation.

Repression and dissociation

THE BIRTH OF THE EGO


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Stages of Psychological Development

Differentiating


95

Differentiating

Stage Motivation

TEENAGER +8-24Years Old

Distinguishing yourself!LEARNING TO BE RECOGNIZED

Ability to feel respected and recognized by others.



96

The ego mind is comprised of the emotional mind (limbic mind/brain) and the rational mind (the neocortex mind/brain).

The will to keep safe and feel secure is how the ego interprets the soul’s will to be present in 3-D awareness.

The ego is the unknowing guardian of the soul’s incarnation intention.

THE EGO MIND


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Whereas the ego-mind is responsible for the survival, safety and security of the body in its

physical, social and cultural framework of existence, the body-mind is responsible for the homeostatic functioning of the physical body—

keeping the body alive.

THE EGO MIND AND THE BODY MIND


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INDIVIDUATING



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INDIVIDUATING

Stage Motivation

YOUNG ADULT25-39 Years Old

Releasing your fears!ACCOUNTABILITY

Finding freedom and autonomy to understand

who you really are.



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SELF-ACTUALIZING



101

SELF-ACTUALIZING

Stage Motivation

ADULTHOOD40-49 Years Old

Becoming who you are!SELF-EXPRESSION

Ability to satisfy your desire for meaning

and purpose.



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INTEGRATING



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INTEGRATING

Stage Motivation

MATURE ADULT50-59 Years OldAligning with others!

CONNECTIONAbility to satisfy the desire

to make a difference in your world.



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SERVING



105

SERVINGStage Motivation

SENIOR60+ Years Old

Finding fulfilment! CONTRIBUTION

Ability to satisfy your desire to serve the

greater good.



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MY SPEECH TODAY


UNDERSTANDING EGO-SOUL DYNAMICS


107

Ego Development

Ego-Soul Alignment

Soul Emergence

SURVIVING

CONFORMING

DIFFERENTIATING

INDIVIDUATING

SELF-ACTUALIZING

INTEGRATING

SERVING

PSYC

HOLO

GICA

L DE

VELO

PMEN

T



108

Individuating

Integrating

Differentiating

Conforming

Surviving

Stages of Development

Serving

Self-actualizing

SOUL

EGO

ControlIf you have fears about surviving

you will not be able to self-express

Self-expressionEGO-SOUL ALIGNMENT

No existential fears

MASTERING SURVIVING PREPARES YOU FOR SELF-ACTUALIZING


109

SOUL

EGO

BelongingIf you have fears about being accepted

you will not be able to connect

ConnectingIndividuating

Integrating

Differentiating

Conforming

Surviving


Serving

Self-actualizing

SOUL

EGO

EGO-SOUL ALIGNMENT

MASTERING CONFORMING PREPARES YOU FOR INTEGRATING


110

SOUL

EGO

RecognitionIf you have fears about your self-worth

you will not be able to contribute

ContributingIndividuating

Integrating

Differentiating

Conforming

Surviving


Serving

Self-actualizing

SOUL

EGO

EGO-SOUL ALIGNMENT

MASTERING DIFFERENTIATING PREPARES YOU FOR SERVING


111

A failure to master to ego stages of development results in mental and

physical disorders when you reach the soul stages of activation.


112

Let us for a moment use the incidence of suicide as a proxy for the incidence of

depression (sadness of the soul) and show how the scale of suicide/depression relates to the stages of psychological

development.


113

A FAILURE TO DIFFERENTIATE

Issue of Recognition

NUMBER OF SUICIDES BY AGE IN UK


114

A FAILURE TO INDIVIDUATE

Issue of Autonomy



115

A FAILURE TO SELF-

ACTUALISEIssue of Self-Expression



116

A FAILURE TO INTEGRATE

Issue of Connection



117

A FAILURE TO SERVE

Issue of Contribution



118

Differentiating

8-24

Striving for Recognition

Self-actualizing

40-49

Striving for Self-expression

Individuating

25-39

Striving for Autonomy

Integrating

50-59

Striving for Connection

Serving

60+

Striving for Contribution

The key issues related to depression at work. The dysfunctions associated with a failure to meet the needs of a stage of development may show up in that stage or the

early years of the subsequent stage.

Age Overlap

Age Overlap

Age Overlap

Age Overlap

DEPRESSION AT DIFFERENT STAGES OF DEVELOPMENT


119

The fears you develop during the first three stages of development can cause

stress and prevent you from fulfilling your soul’s desires, thereby leading

depression and sickness later in life.

THE IMPACT OF THE EGO’S UNMET NEEDS ON SOUL ACTIVATION


120

1. … we believe we may not be able to cope with the demands that have been put on us.

2. … we believe the demands that are being put on will prevent us from getting our own needs met.

3. … we are afraid to confront those who are putting demands on us. The resentment thus created creates internal instability—lack of personal alignment.

STRESS OCCURS WHEN …


121

1. Stress is not a derivative of what is going on in your life; it is a derivative of the meaning you give to what is going on in your life through your beliefs and your ability to cope. Stress originates from your fears, not from any external source (lack of personal alignment).

2. Your boss may press you to get a job done, but you are the one who converts this demand into stress. Without your inner fears, there is no pressure and stress, there is only what is.

STRESS


122

1. … we allow the ego’s fear-based beliefs about meeting its deficiency needs prevent us from fulfilling the desires of our soul—lack of personal alignment.

OR

2. … the situation (cultural context) in which we find ourselves prevents or blocks us from meeting the needs of the stage of development we are at—lack of cultural alignment.

DEPRESSION OCCURS WHEN …


123

We can get stressed, depressed and even suicidal when we allow our fear-based PROGRAMMING from the first three stages of development block us from meeting the needs of the stage of development we are at (lack of personal alignment).

OR

We can get stressed, depressed and even suicidal if the CONTEXT we are living in prevents us from meeting the needs of the stage of development we are at (lack of cultural alignment—parental, organizational, community).

IN OTHER WORDS …


124

Cultural contexts that prevent us from meeting our needs and in particular the work context.

Any fear-based programming (lack of personal alignment) we have will acerbate the downward

spiral into depression or suicide due to lack of cultural alignment.

The focus of most of the rest of this presentation will be on:


125

Surviving Stage (Survival): Parental (abandonment, uncaring, etc.)

Conforming Stage (Belonging) Parental (lack of acceptance and abuse, etc.)

Differentiating Stage (Recognition): Parental (lack of recognition, etc.) School (bullying) Community (discrimination)

CAUSES OF NEUROSIS AND DEPRESSION


126

Individuating Stage (Autonomy): Work (high cultural entropy) Community (discrimination) National (lack of freedom and discrimination)

Self-actualizing Stage (Self-expression):

Work (high cultural entropy) Community (discrimination) National (lack of freedom and discrimination)



127

Integrating Stage (Connection): Work (high cultural entropy) Community (discrimination) National (lack of freedom and discrimination)

Serving Stage (Contribution): Community (discrimination) National (lack of freedom and discrimination)



128

MY SPEECH TODAY


MEASURING WELL-BEING AT WORK


129

Our own lack of internal alignment—ego soul dynamics. Issues we have with regard to our unmet survival, relationship and self-esteem needs, and

The culture of the organization

The character and behaviour of our boss

WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK


130

I am going to focus on these two issues in the remainder of this presentation:

The culture of the organization

The character and behaviour of our boss

WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK


131

MY SPEECH TODAY


MEASURING CULTURAL WELL-BEING IN AN ORGANIZATION


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Levels of Well-beingService to Humanity and the PlanetSocial Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility.

Strategic Alliances and PartnershipsEnvironmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.

Building Internal CommunityShared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency.

Continuous Renewal and LearningAccountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth.

High PerformanceSystems, Processes, Quality, Best Practices, Achievement, Pride in Performance.

Harmonious RelationshipsLoyalty, Open Communication, Customer Satisfaction, Collegiality, Friendship, Harmony.

Financial StabilityFinancial Stability, Shareholder Value, Organisational Growth, Employee Health, Safety.

`

CULTURAL WELL-BEING INDICATOR FOR ORGANIZATIONS


133

Higher is only better if all the previous levels have positive values indicators. We need a strong foundation.

Well-Being Inhibitors

The presence of limiting values at the financial stability, harmonious relationships and high performance levels can lower the overall level of cultural well-being in an organization.

CULTURAL WELL-BEING INDICATOR


134

Well-being Inhibitors

High PerformanceBureaucracy, Hierarchy, Complacency, Arrogance, Confusion, Power-seeking, Silo Mentality

Harmonious RelationshipsBlame, Manipulation, Internal Competition, Empire Building, Internal Politics.

Financial StabilityControl, Micro-management, Greed, Demanding, Exploitation, Job Insecurity, Short-term focus

`

CULTURAL WELL-BEING INHIBITATORS


135

1. Customer satisfaction2. Making a difference

3. Commitment4. Employee fulfilment

5. Continuous improvement6. Humour/fun7. Shared vision

8. Customer collaboration9. Balance (home/work)

10. Teamwork

CULTURAL WELL-BEING OF ORGANIZATION “A”

`

Top ten current culture values

Cultural Entropy = 7%

93%


136

CULTURAL WELL-BEING OF ORGANIZATION “B”

`1. Long hours(L)2. Confusion (L)

3. Short-term focus (L)4. Blame (L)

5. Information hoarding (L)6. Manipulation (L)

7. Hierarchy (L)8. Results orientation

9. Bureaucracy (L)10. Quality

Top ten current culture values

Cultural Entropy = 47%

53%


137

Customer satisfactionMaking a difference

CommitmentEmployee fulfilment

Continuous improvementHumour/funShared vision

Customer collaborationBalance (home/work)

Teamwork

ORGANIZATION “A”

Long hours(L)Confusion (L)

Short-term focus (L)Blame (L)

Information hoarding (L)Manipulation (L)

Hierarchy (L)Results orientation

Bureaucracy (L)Quality

ORGANIZATION “B”

High Well-being and Low

Cultural Entropy

7%

Low Well-being and High Cultural Entropy

47%

WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN

Stress InducingValues

No Stress

InducingValues


138

MY SPEECH TODAY


FULL CULTURAL VALUES ASSESSMENT RESULTS FOR ORGANIZATIONS

“A” AND “B”

Organization “A” (19 people)

customer satisfaction 13 2(O)

making a difference 13 6(S)

commitment 10 5(I)

employee fulfilment 10 6(O)

continuous improvement 9 4(O)

humour/ fun 9 5(O)

shared vision 9 5(O)

customer collaboration 8 6(O)

balance (home/work) 6 4(O)

teamwork 6 4 (R)



employee fulfilment 10 6(O)


shared vision 9 5(O)

continuous learning 8 4(O)

accountability 6 4(R)

innovation 6 4(O)

teamwork 6 4(R)

trust 6 5(R)

Values PlotCopyright 2015 Barrett Values Centre

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Matches

PV - CC 4CC - DC 6

PV - DC 4

Cultural Entropy:Current Culture

7%

family 15 2(R)


humour/ fun 11 5(I)

well-being 11 6(I)

continuous learning 10 4(I)

commitment 8 5(I)


financial stability 7 1(I)

trust 7 5(R)

compassion 6 7(R)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7654321

IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0

Organization “A” (19 people)

Personal Values

Values DistributionCopyright 2015 Barrett Values Centre

Positive ValuesPotentially Limiting Values

Current Culture Values

Desired Culture Values

C

T

S 2

1

3

4

5

6

7

C = Common GoodT = TransformationS = Self-Interest

1

2

3

4

5

6

7

0% 20% 40% 60%

0%

0%

0%

5%

14%

9%

21%

25%

17%

9%

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

0%

5%

6%

10%

4%

20%

28%

24%

1%

1

2

3

4

5

6

7

0% 20% 40% 60%

0%

0%

0%

5%

9%

10%

27%

23%

22%

4%

CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24Cultural Entropy = 0%

Cultural Entropy = 7%Cultural Entropy = 0%

Low level of Cultural Entropy = High level of

Employee Engagement

26%

46%

28%

25%

48%

27%

26%

50%

24%

Organization “B” (35 people)

confusion (L) 15 3(O)

long hours (L) 12 3(O)

short-term focus (L) 11 1(O)

blame (L) 10 2(R)

information hoarding (L) 9 3(R)

manipulation (L) 8 2(R)

hierarchy (L) 8 3(O)

results orientation 7 3(O)

bureaucracy (L) 6 3(O)

quality 6 3(O)


information sharing 10 4(O)

quality 9 3(O)


teamwork 8 4(R)


professionalism 7 3(O)

efficiency 6 3(O)

balance (home/work) 6 4(O)

continuous learning 6 4(O)

Values PlotCopyright 2016 Barrett Values Centre

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Matches

PV - CC 0CC - DC 1

PV - DC 2

Cultural Entropy:Current Culture

47%

commitment 26 5(I)

honesty 12 5(I)

integrity 9 5(I)

adaptability 8 4(I)

continuous learning 8 4(I)

responsibility 8 4(I)

cooperation 8 5(R)

efficiency 7 3(I)

family 6 2(R)

humour/ fun 6 5(I)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7654321

IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0

Organization “B” (35 people)

Personal Values

Values DistributionCopyright 2016 Barrett Values Centre


Current Culture Values

Desired Culture Values

C

T

S 2

1

3

4

5

6

7

C = Common GoodT = TransformationS = Self-Interest

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

0%

0%

6%

10%

13%

21%

36%

7%

5%

1

2

3

4

5

6

7

0% 20% 40% 60%

11%

11%

25%

6%

6%

11%

16%

7%

5%

2%

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

0%

0%

3%

10%

18%

32%

23%

9%

3%

CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33Cultural Entropy = 2% Cultural Entropy = 47% Cultural Entropy = 2%

High level of Cultural Entropy

= Low level of Employee

Engagement


143

MY SPEECH TODAY


WHAT IS CULTURAL ENTROPY?


144

The amount of energy that is consumed in an organisation doing unnecessary or unproductive work

that does not add value.

It is a measure of the conflict, friction and frustration that employees encounter in their day-to-day activities that

prevent the organisation from operating at peak performance and cause employees to experience stress.

WHAT IS CULTURAL ENTROPY


145

Cultural entropy significantly impacts employee engagement.

0% 5% 10% 15% 20% 25% 30%25%

35%

45%

55%

65%

75%

85%

Cultural Entropy

Empl

oyee

Eng

agem

ent

Low Entropy = High Engagement

High Entropy = Low Engagement

Cultural Entropy and Employee Engagement


146

Cultural Entropy and Employee Engagement

Cultural Entropy Most employees are ….

10% or less Highly Engaged

11% to 20% Engaged

21% to 30% Becoming Disengaged

31% to 40% Disengaged

41% or more Highly Disengaged


147

Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of personal entropy of past leaders as embedded in the structures, systems, policies and procedures.

HOW DOES CULTURAL ENTROPY ARISE?


148

MY SPEECH TODAY


MEASURING PERSONAL ENTROPY OF THE LEADERS


149

Personal entropy is the amount of fear-driven energy that a person expresses in his or her day-to-day interactions with other people.

It is a measure of the lack of personal well-being and personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.

WHAT IS PERSONAL ENTROPY?

Personal Well-being Indicator Levels of Well-being

Service to Humanity and the PlanetCompassion, Humility, Forgiveness, Ethics, Future Generations, Wisdom, Ease with Uncertainty.

Making a Difference in the CommunityActualising Meaning, Collaboration, Intuition, Mentoring, Empathy, Community Involvement.

Finding Meaning in ExistenceIntegrity, Authenticity, Creativity, Passion, Honesty, Trust, Fairness, Generosity, Humour/fun.

Continuous Growth and DevelopmentAdaptability, Continuous Improvement, Courage, Autonomy, Independence, Freedom.

Building a Sense of Self WorthPride in Self, Self-Reliant, Positive Self-image, Being the best, achievement, recognition.

Harmonious RelationshipsFamily, Friendship, Belonging, Caring, Open Communication, Listening.

Physical Survival and SafetyHealth, Nutrition, Financial Stability, Self-Discipline, Job security, Wealth.

`


151

Each level corresponds to a separate stage of psychological development. See Annex.

Higher is only better if all the previous levels have been mastered—have positive values indicators.

PERSONAL WELL-BEING INDICATOR


152

The presence of limiting values at the survival, relationships and self-worth levels can lower the overall level of personal well-being.

I am not enough I am not loved enough I do not have enough

PERSONAL WELL-BEING INHIBITOR


153

Personal Well-Being Inhibitors

Well-being Inhibitors

Building a Sense of Self-worth Complacency, Arrogance, Image, Power-seeking, Status-seeking, Boasting, Lack of Confidence.

Harmonious RelationshipsBlame, Being Liked, Manipulation, Jealousy, Neediness, Relationship insecurity, Demanding.

Physical Survival and SafetyControl, Caution, Risk-averse, Greed, Job Insecurity, Short-term focus, Impatience.

`


154

PERSONAL WELL-BEING OF LEADER “A”

`

Top ten values based on Feedback from collaborators

Personal Entropy = 8%

1. Vision2. Appreciative3. Enthusiasm

4. Making a difference5. Global perspective

6. Accessible 7. Authentic

8. Balance home/work 9. Experience10. Wisdom


155

PERSONAL WELL-BEING OF LEADER “B”

`1. Long hours(L)2. Confusion (L)

3. Short-term focus (L)4. Blame (L)

5. Information hoarding (L)6. Manipulation (L)

7. Hierarchy (L)8. Results orientation

9. Bureaucracy (L)10. Quality

Personal Entropy = 27%

Top ten values based on Feedback from collaborators


156

VisionAppreciativeEnthusiasm

Making a differenceGlobal perspective

Accessible Authentic

Balance home/work Experience

Wisdom

LEADER “A”

Long hours(L)Quality conscious

Drive and determinationAmbitious

Commitment Cautious (L)

Reliable Achievement Demanding (L)

Internally competitive (L)

LEADER “B”

Personal Entropy

8%

Personal Entropy

27%

WHICH LEADER WOULD BE THE LEAST STRESSFUL TO WORK FOR


No Stress

InducingValues


157

What Low Entropy Leaders Focus on …

Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010)

Commitment Controlling (L)Ambitious Results orientationDemanding (L)ExperienceGoals orientationAuthoritarian (L)Humor/fun Power (L)

Commitment Positive attitude Accessible Teamwork Trustworthy Integrity AccountabilityCustomer satisfactionEnthusiasm Fairness

Low Entropy Leaders (0-6%)

High Entropy Leaders (21%+)

Values that address employees needs and create internal cohesion

Internal Cohesion

Focus

Self- EsteemFocus



158

Cultural Capital is the new frontier of competitive advantage.

Mantras Implications

The Culture of an organizations is a reflection of leadership consciousness

Measurement matters. If you can measure it, you can manage it.

Who you are and what your organization stands for is vitally important.

Organizational transformation begins with the personal transformation of the leaders

You can make the evolution of consciousness, conscious

Focus on Vision, Mission and Values

Begins with Leading Self

Measure and Map the Values

THE THREE MANTRAS OF ORGANIZATIONAL PERFORMANCE

continuous learning 11 Level 4generosity 11 Level 5commitment 10 Level 5positive attitude 10 Level 5vision 10 Level 7ambitious 9 Level 3making a difference 8 Level 6results orientation 8 Level 3honesty 7 Level 5integrity 7 Level 5intuition 7 Level 6leadership developer 7 Level 6

1. customer satisfaction 16 Level 22. commitment 11 Level 53. continuous learning 11 Level 44. making a difference 11 Level 65. global perspective 9 Level 36. mentoring 9 Level 67. enthusiasm 8 Level 58. leadership development 8 Level 69. integrity 7 Level 510. open communication 7 Level 211. optimism 7 Level 512. shared values 7 Level 5

Low Personal Entropy of Leader Creates Low Cultural Entropy Organization

Cultural Entropy 7%Personal Entropy 9%

Cultural ValuesLeader’s Values

The culture ofan organisationis a reflectionof leadership consciousness.

CVA Current Culture

PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0

Internal Cohesion

LVA Feedback 27 Assessors

PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

Internal Cohesion

The culture ofan organisationis a reflectionof leadership consciousness.

LV A Feedback 14 Assessors

PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0

High Personal Entropy of Leader Creates High Cultural Entropy Organization

power (L) 11 Level 3

blame (L) 10 Level 2

demanding (L) 10 Level 2

manipulative (L) 10 Level 2

experience 9 Level 3

controlling (L) 8 Level 1

arrogant (L) 7 Level 3

authoritarian (L) 6 Level 1

exploitative (L) 6 Level 1

ruthless (L) 6 Level 1

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

CVA Current Culture

PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0

Cultural Entropy 38%Personal Entropy 64%

Cultural ValuesLeader’s Values


161

LEADER’S VALUESWhich of the following values/behaviours most reflect how you operate? Pick ten.

ASSESSOR’S OBSERVED VALUES OF LEADERWhich of the following values/behaviours most reflect how Leader “X” operates? Pick ten.

http://www.valuescentre.com/our-products/products-leaders/leadership-values-assessment-lva

LEADERSHIP VALUES ASSESSMENT

HOW TO MEASURE PERSONAL ENTROPY

long hours (L) 16 3(I)

quality conscious 13 3(O)

drive and determination 12 4(I)

analytical 10 3(I)

commitment 10 5(I)

cautious (L) 8 1(I)

reliable 8 3(R)

achievement 7 3(I)

demanding (L) 7 2(R)

internally competitive (L) 6 2(R)

strategic thinker 6 4(I)

High Entropy Leader (20 Assessors)

Matches 3

adaptability 4(I)

connecting with stakeholders 6(R)

drive and determination 4(I)

goals orientation 4(O)

innovative 4(I)

long hours (L) 3(I)

making a difference 6(O)

strategic thinker 4(I)

vision 7(I)

win-win partnerships 6(O)

Level Leader’s Perspective Observed Values by Assessors7654321

PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0

Orange=Values Match P=PositiveL=Potentially Limiting (white circle)

I=IndividualR=RelationshipO=OrganisationalS=Societal

Entropy = 27%

1

2

3

4

5

6

7

0% 20% 40% 60%

10%

50%

30%

10%

CTS = 40-50-10Entropy = 10%

CTS = 20-20-60

Entropy = 27%

Leader’s perspective

High Entropy Leader (20 Assessors)


Observed Values by Assessors

C

T

S

C=Common GoodT=TransformationS=Self-Interest

1

2

3

4

5

6

7

0% 20% 40% 60%

9%

8%

10%

1%

7%

25%

20%

12%

5%

3%

1

2

3

4

5

6

7


164

MY SPEECH TODAY


MEASURING WELL BEING AT WORK

CULTURAL TRANSFORMATION TOOLS


165

CULTURAL TRANSFORMATION TOOLS FOR ORGANIZATIONS

Cultural Values AssessmentCultural Evolution ReportEspoused Values Analysis

Small Group (Team) AssessmentMerger/Compatibility ReportCustomer Values Assessment

CULTURAL WELL-BEING AND CULTURAL ENTROPY


166

CULTURAL TRANSFORMATION TOOLS FOR INDIVIDUALS

Self AssessmentPersonal Values Assessment

Individual Values Assessment

Feedback AssessmentIndividual Development ReportLeadership Development ReportLeadership Values Assessment

How aligned I am with my work place

culture.

Measures personal entropy.

PERSONAL WELL-BEING AND PERSONAL ENTROPY


167

If you want to find out more about

measuring cultural entropy and

personal entropy and creating a high

performance organization that

supports employee well-being.


168

For more information:

Go to: www.valuescentre.com or www.richardbarrett.net

Contact Me: [email protected]

http://www.valuescentre.com/

http://www.richardbarrett.net/

mailto:[email protected]