www.valuescentre.com 0 richard barrett the role of ctt in the evolution of human consciousness

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Richard Barrett

The Role of CTT in the Evolution of Human Consciousness

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Role of CTT

Research on Research on ConsciousnessConsciousnessResearch on Research on

ConsciousnessConsciousness


When did consciousness begin?

UNDERLYING THESIS OF MY RESEARCH

1.Fundamentally, everything in our physical world is primarily an energy field with a quantum existence. Nothing is fixed, everything exists as a field of opportunity.

2.All energy fields arise from the zero-point energy field.

3.‘Consciousness’ and therefore ‘mind’ are properties of the energy field.

4.All primary entities are conscious (atoms, cells, humans).


Consciousness defined


5. All group structures of primary entities (carbon atom, eukaryotic cell, homo sapiens) operate with a group energy field that reflects the consciousness of the primary entity. All these evolutionary primary entities share one thing in common – a propensity for bonding.

6. Consciousness in physical form can be defined as “awareness with a purpose”.

7. The purpose of all entities and their group structures is to attain, maintain or enhance internal stability and external equilibrium.

8. All entities grow and develop in similar ways.


Evolution defined


9. Evolution has always primarily been about consciousness. In order grow and develop consciousness has taken on different physical forms at different scales of existence demonstrating increased levels of complexity and inclusiveness – resulting in the evolution of different planes of consciousness.

10. There are three stages to the evolution of consciousness of primary entities on each plane consciousness:

- becoming viable and independent- bonding to form group structures- cooperating to form a higher order entity


Evolution of Planes of Consciousness

10-14 m 10-5 m 10+1 m 10+7 m10-21 m

Plane 1Plane 1

EnergyEnergy AtomsAtoms

Plane 2Plane 2 Plane 3Plane 3 Plane 4Plane 4 Plane 5Plane 5

CellsCells IndividualsIndividuals HumanityHumanity

14 Billion years of evolution14 Billion years of evolution

We are hereWe are here‘Big Bang’‘Big Bang’


Planes / Stages of Evolution

GROUP GROUP SUSTAINABILITYSUSTAINABILITY

GROUP GROUP SUSTAINABILITYSUSTAINABILITY

GROUP GROUP VIABILITY VIABILITY GROUP GROUP

VIABILITY VIABILITY

EnergyEnergy

Carbon Atom

Carbon Atom

Eukaryotic Cell

Eukaryotic Cell

Homo Sapiens

Homo Sapiens

Waves /particles exist in individuated energy fields arising from Zero Point Energy Field

Waves /particles exist in individuated energy fields arising from Zero Point Energy Field

MoleculesMolecules CellsCells

CreaturesCreaturesOrganismsOrganisms

NationsNations HumanityHumanity

INDIVIDUAL INDIVIDUAL VIABILITY VIABILITY

INDIVIDUAL INDIVIDUAL VIABILITY VIABILITY


Three Stages of Evolution

GROUP SUSTAINABILITYGROUP SUSTAINABILITYViable independent group structures Viable independent group structures

learn how to learn how to cooperatecooperate with each other with each other for mutual benefit and eventually create for mutual benefit and eventually create

a higher order entitya higher order entity

GROUP SUSTAINABILITYGROUP SUSTAINABILITYViable independent group structures Viable independent group structures



GROUP VIABILITY GROUP VIABILITY Viable independent entities learn how to Viable independent entities learn how to

bondbond with other viable independent with other viable independent entities to form a cohesive entities to form a cohesive

group structuregroup structure

GROUP VIABILITY GROUP VIABILITY Viable independent entities learn how to Viable independent entities learn how to



INDIVIDUAL VIABILITY INDIVIDUAL VIABILITY Individual entities learn how to become Individual entities learn how to become

viable and independent in their viable and independent in their framework of existenceframework of existence

INDIVIDUAL VIABILITY INDIVIDUAL VIABILITY Individual entities learn how to become Individual entities learn how to become


EVOLUTIONEVOLUTIONAs conditions of existence become more complex, both internally and externally, primary entities grow and develop in three stages. Each stage requires a shift to a higher level of consciousness which is more inclusive and more complex. The shift to a higher level of consciousness is necessary because it is impossible to solve significant problems of survival at the same levels of consciousness at which they were created.

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Three Stages of Evolution and the Barrett Model

GROUP SUSTAINABILITY (6,7)GROUP SUSTAINABILITY (6,7)Viable independent group structures Viable independent group structures



GROUP SUSTAINABILITY (6,7)GROUP SUSTAINABILITY (6,7)Viable independent group structures Viable independent group structures



GROUP VIABILITY (4,5)GROUP VIABILITY (4,5)Viable independent entities learn how to Viable independent entities learn how to



GROUP VIABILITY (4,5)GROUP VIABILITY (4,5)Viable independent entities learn how to Viable independent entities learn how to



INDIVIDUAL VIABILITY (1,2,3)INDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become Individual entities learn how to become


INDIVIDUAL VIABILITY (1,2,3)INDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become Individual entities learn how to become


ServiceService

Making a differenceMaking a difference

Internal cohesionInternal cohesion

TransformationTransformation

Self-esteemSelf-esteem

RelationshipRelationship

SurvivalSurvival


The huge opportunity before us

We have the ability to measure individual and collective human consciousness by mapping values

(Barrett Model) and underlying belief structures (Spiral Dynamics).

We have reached a point in history where we can now make

the evolution of consciousness, conscious.


The Big Picture – What is happening in the world

We cannot solve the problems we have created in the world with the same level of thinking that we

created them.

The basic issue we are collectively facing is that problems of

existence are global, but the mechanisms and structures we

have for solving them are primarily national. Most nations are

struggling to solve issues of internal stability.

Ultimately, the problems we face can only be resolved by a

transformation of consciousness – a radical shift in beliefs and

values.


The Big Picture – What is happening in the world

The problems we are facing are in large part due to three causes:

a)the increased scale of human development

b)the increased level of interconnectedness of people, and

c)the increased interdependency of nations and their economies.


Issues Humanity is Currently Facing


Global initiatives

The EarthThe EarthCharter Charter InitiativeInitiative

The EarthThe EarthCharter Charter InitiativeInitiative


The Earth Charter

PREAMBLE

We stand at a critical moment in Earth’s history, a time when humanity must choose its future. As the world becomes increasingly interdependent and fragile, the future at once holds great peril and great promise. To move forward we must recognize that in the midst of a magnificent diversity of cultures and life forms we are one human family and one Earth community with a common destiny. We must join together to bring forth a sustainable global society founded on respect for nature, universal human rights, economic justice, and a culture of peace. Towards this end, it is imperative that we, the people of the Earth, declare our responsibility to one another, to the greater community of life, and to future generations.

We urgently need a shared vision of basic values to provide an ethical foundation for the emerging world community . Therefore, together in hope we affirm the following interdependent principles for a sustainable way of life as a common standard by which the conduct of all individuals, organizations, businesses, governments, and transnational institutions is to be guided and assessed.


The Earth Charter

I. RESEPECT AND CARE FOR THE COMMUNITY OF LIFE

1. Respect Earth and life in all its diversity

2. Care for community of life with understanding, compassion and love.

3. Build democratic societies that are just, participatory, sustainable, and peaceful

4. Secure Earth’s Bounty and beauty for present and future generations


The Earth Charter

II. ECOLOGICAL INTEGRITY

1. Protect and restore the integrity of Earth’s ecological systems, with special concerns for biological diversity and the natural processes that sustain life

2. Prevent harm as best method of environmental protection and when knowledge is limited, apply precautionary approach

3. Adopt patterns of production, consumption, and reproduction that safeguard Earth’s regenerative capacities, human rights, and community well being

4. Advance the study of ecological sustainability and promote the open exchange and wide application of the knowledge acquired


The Earth Charter

III. SOCIAL AND ECONOMIC JUSTICE

1. Eradicate poverty as an ethical, social and environmental imperative

2. Ensure that economic activities and institutions at all levels promote human development in an equitable and sustainable manner

3. Affirm gender equality and equity as prerequisites to sustainable development and ensure universal access to education, health care and economic opportunity

4. Uphold the right of all, without discrimination, to a natural and social environment supportive of human dignity, bodily health, and spiritual well-being, with special attention to the rights of indigenous peoples and minorities


The Earth Charter

IV. DEMOCRACY, NONVIOLENCE AND PEACE

1. Strengthen democratic institutions at all levels, and provide transparency and accountability in governance, inclusive participation in decision making, and access to justice

2. Integrate into formal education and life-long learning the knowledge, values, and skills needed for a sustainable way of life

3. Treat all living things with respect and consideration

4. Promote a culture of tolerance nonviolence and peace


The Earth Charter

RESEPECT AND CARE FOR THE COMMUNITY

OF LIFE

ECOLOGICAL INTEGRITY

SOCIAL AND ECONOMIC

JUSTICE

DEMOCRACY, NONVIOLENCE AND PEACE

Life often involves tensions between important values. This can mean difficult choices. However, we must find ways to harmonize diversity with unity, the exercise of freedom with the common good, and short-term objectives with long-term goals [manage polarities]. Every individual, family, organization, and community has a vital role to play. The arts, sciences, religions, educational institutions, media, business, nongovernmental organizations, and governments are all called to offer creative leadership. The partnership of government, civil society, and business is essential for effective governance.


Global initiatives

The The Miliennium Miliennium

GoalsGoals

The The Miliennium Miliennium

GoalsGoals


UN Millennium Goals - 2015

1. Eradicate extreme poverty and hunger

2. Achieve universal primary education

3. Promote gender equality and empower women

4. Reduce child mortality

5. Improve maternal health

6. Combat HIV/AIDS, malaria and other diseases

7. Ensure environmental sustainability

8. Develop a global partnership for development


Role of CTT

What is missing?What is missing?What is missing?What is missing?


Integral four quadrant model

Personality

Individual values and beliefs

Character

Individual behaviors

Culture

Group values and beliefs

Social Structures

Group behaviors

IndividualIndividual

CollectiveCollective

ValuesValues BehaviorsBehaviors

Based on the work of Ken WilberBased on the work of Ken Wilber


What is missing from an integral perspective?

Wilber’s four quadrantsWilber’s four quadrants

EARTH CHARTER

Talks about need for a shared vision of basic values to provide an ethical foundation for the emerging world community, but has no recommendations on how these will be manifested. Main focus is on community values and community behaviors.

UN MILLENNIUM GOALS

Uniquely focused on outcomes based on community behaviors.

XX

XXXX

XX XX


The evolution of consciousness – the missing perspective


1. Leadership – the evolution of personal consciousness

To implement the principles of Earth Charter and the UN Millennium goals will require a new breed of political, business and NGO leaders – individuals who embrace full spectrum consciousness. Leadership development is the key issue – three stages: personal mastery, internal cohesion, external cohesion.

2. The evolution of national and business consciousness

To make the concept of humanity palpable, nations and businesses must work together along with civil society (NGOs)to create a sustainable future for humanity. The evolution of business and national consciousness are key issues.

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

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3 4


The evolution of consciousness – the missing perspective

Role of CTT


How do we move forward?

Goal: Create viable independent individuals everywhere

In order for the concept of humanity to become palpable,

we need to achieve a critical mass of self-actualized

individuals in every nation.

In order for this to happen individuals need to transcend

their personal, and their cultural programming.

To do this we need to focus on the evolution of national

consciousness and creating viable independent nations.



Goal: Create viable independent nations

Nations cannot become viable and independent until

they achieve internal stability and external equilibrium.

Most conflicts are currently internal.

Q. How do we create viable independent nations?

A.By developing a strong cadre of self-actualized leaders

focused on common good – focus on leadership

development

By supporting leaders in bringing a critical mass of the

population to self-actualization – focus on values



Q. How do we bring a critical mass of population to self-

actualization?

A. By supporting leaders in addressing deficiency issues:

a) Problems of survival (level 1)– issues of poverty,

corruption and health.

b) Problems of discrimination and internal conflict (level 2)

– issues of religious and ethnic diversity.

c) Problems of education, institutional and legal

frameworks, and enforcement laws (level 3).

d) Problems of empowerment and equality (level 4).



Q. How do we address issues of poverty?

A. By creating an legal, financial and cultural environment * where business can flourish.

By working with business leaders and their organizational cultures

to develop successful small, medium and large-scale businesses.

* In ‘Trust: The social virtues and the creation of prosperity’, Francis

Fukuyama states unequivocally states that trust is the foundation of social

capital, and shows how nations with high levels of social capital are more

successful than nations with low levels of social capital.


The Role of CTT

1. Working at the national level

Carrying out a national values assessments to identify

evolutionary imperatives – Example: Latvia, Bhutan.

Carrying out a combined national and business values

assessment – Examples: Denmark and Iceland

2. Working at the individual business level

Carrying out culture, team and values assessments to develop

successful small, medium and large businesses

3. Working at the individual leader level

Carrying out individual and leadership values assessments to

promote personal growth


The Role of CTT

1. Working at the government level

Carrying out culture and team values assessments for

federal, state and local government departments,

organizations and utilities

2. Working with federal, state and municipal leaders

Carrying out individual and leadership values

assessments

3. Working with local communities and NGOs

Carrying out culture values assessments


The Role of CTT

1. Working with education departments


federal, state and local government education

departments

2. Working with individual schools


schools

3. Working with education leaders

Carrying out individual and leadership values

assessments


What CTT does

1. Gets to the core of what matters - VALUES ALIGNMENT

2. Starts - TRANSFORMATIONAL CONVERSATIONS

3. Identifies - BARRIERS TO EVOLUTION

4. Provides guidance on - DIRECTION OF EVOLUTION

5. Supports leaders in their - PERSONAL GROWTH

6. Supports groups in their - LEADERSHIP DEVELOPMENT


The way forward

1. Continue to focus on expansion and development of CTT in business, government and municipal agencies, and NGOs.

2. Continue to develop models and tools for leadership development in business and the governance of all types of organisations.

3. Continue to experiment and develop CTT models and tools for use in communities and nations.


Role of CTT

Focus Focus on on

BusinessBusiness

Focus Focus on on

BusinessBusiness


Evolution of arenas of competitive advantage

Intellectual CapitalIntellectual Capital

Cultural CapitalCultural Capital

Quality of ProductQuality of Product

ManpowerManpower

Agricultural Age

Industrial Age

Information Age

Consciousness Age

200020001900190018001800


Evolution of competitive advantage

Industrial Age

Quality of Product

Change

Industrial Age

Quality of Product

Change

Information Age

Intellectual Capital

Transformation

Information Age

Intellectual Capital

Transformation

Consciousness Age

Cultural Capital

Evolution

Consciousness Age

Cultural Capital

Evolution


Signature Workshop

Research on Research on values, culture and values, culture and

performanceperformance

Research on Research on values, culture and values, culture and

performanceperformance


Research on long lasting successful companies

1. Long lasting companies live their values – values-driven

2. Have a culture that gives guidance to employees – vision-guided and mission-driven

Jim Collins and Jerry Porass, “Built to Last: Successful habits of visionary companies”, 1995

1. Long lasting companies live their values – values-driven

2. Have a culture that gives guidance to employees – vision-guided and mission-driven



Financial returns from long lasting companies

Cumulative Stock Returns

$1 invested on January 1st ,1926 until December 31st , 1990

Long lasting successful companies

15 times general stock market 6 times comparison companies



Business Needs Scorecard – Long Lasting Companies

20%

18%

6%

19%

26%

11%

Finance

Fitness

Evolution

Societal Contribution

Allocation of values of long lasting successful companies

Client Relations

Culture


What long-lasting companies focus on

Finance


BEST EMPLOYERSAUSTRALIA 2008

Client Relations

Culture

20%

18%

6%

19%

26%

11%

Finance

Fitness

Evolution


LONG LASTING COMPANIES


Best and worst employers in Australia 2008

Finance Finance

FitnessClient Relations

Evolution Culture



Allocation of top ten current culture values

BEST EMPLOYERS WORST EMPLOYERS

BEST EMPLOYERS FOCUS ON CULTURE BEST EMPLOYERS FOCUS ON CULTURE


Fortune’s Best Companies to Work For

A portfolio of the top twenty publicly listed best companies to work for in the USA in 2008 would have returned an average annualized return of 16.74% over the past ten years – compared to 2.83% for the S&P 500.

S&P 500S&P 500


Values AlignmentValues Alignment

Conclusion

Best employers (vision-guided, values-driven organisations) achieve high levels of performance !

WHY?

Mission AlignmentMission Alignment

Group CohesionGroup Cohesion

plus

I can bring my whole self to work

My work allows me to satisfy my deficiency needs and my growth needs

High level of staff engagement and cultural alignment


Role of CTT

Focus on Focus on LeadershipLeadership

DevelopmentDevelopment

Focus on Focus on LeadershipLeadership

DevelopmentDevelopment


Stages in the Development of Personal Consciousness

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

Making a differenceCOLLABORATING WITH PARTNERSWorking with others to make a positive difference by actively implementing your purpose and vision

Internal cohesionFINDING PERSONAL MEANINGUncovering your sense of purpose and creating a vision for the future you want to create

TransformationPERSONAL GROWTHUnderstanding your deepest motivations and experiencing responsible freedom by letting go of your fears

Self-esteemSELF-WORTHFeeling a positive sense of pride in self and ability to manage your life

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

SurvivalFINANCIAL SECURITY & SAFETYCreating a safe secure environment for self and significant others

Positive Focus / Excessive FocusExcessive Focus

Power, Status,

Being liked, Blame

Control, Greed


Stages in the Development of Leadership Consciousness

Wisdom/VisionarySERVICE TO HUMANITY AND THE PLANETSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

Partner/MentorCOLLABORATION WITH PARTNERSStrategic alliances, community involvement, environmental stewardship, coaching, mentoring

Integrator/InspirerINTERNAL COHESIONShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Facilitator/InfluencerCONTINUOUS RENWAL AND LEARNINGAccountability, adaptability, empowerment, teamwork, innovation, delegation, personal growth

Manager/OrganiserHIGH PERFORMANCESystems, processes, company pride, quality, best practices,

CommunicatorRELATIONSHIPSEmployee recognition, employee and customer loyalty,conflict resolution

Financial ManagerFINANCIAL STABILITYProfit, compliance, shareholder value, employee health and safety

Positive Focus / Excessive FocusExcessive Focus

Power, Status,

Manipulation, Blame

Control, Greed


Three Stages of Evolution and the Barrett Model

GROUP SUSTAINABILITY (6,7)Viable independent group structures

learn how to cooperate with each other for mutual benefit and eventually create

a higher order entity

GROUP SUSTAINABILITY (6,7)Viable independent group structures

learn how to cooperate with each other for mutual benefit and eventually create

a higher order entity

GROUP VIABILITY (4,5)Viable independent entities learn how to

bond with other viable independent entities to form a cohesive

group structure

GROUP VIABILITY (4,5)Viable independent entities learn how to

bond with other viable independent entities to form a cohesive

group structure

INDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become

viable and independent in their framework of existence

INDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become


ServiceService






SurvivalSurvival


Three stages of personal evolution

ServiceService






SurvivalSurvival

EGO / SOUL ALIGNMENT (4,5)Finding personal meaning in

existence and balancing self-interest with group interest

EGO / SOUL ALIGNMENT (4,5)Finding personal meaning in

existence and balancing self-interest with group interest

EGO DEVELOPMENT (1,2,3)Developing a healthy ego by overcoming the fears that

cause deficiency needs

EGO DEVELOPMENT (1,2,3)Developing a healthy ego by overcoming the fears that


SOUL UNFOLDMENT (6,7)Cooperating with partners in strategic alliances to serve humanity and the

planet

SOUL UNFOLDMENT (6,7)Cooperating with partners in strategic alliances to serve humanity and the

planet


Personal growth and leadership development

INTERNAL COHESION (4,5)

Individuals learn how to build teams and bond to form

group structures

INTERNAL COHESION (4,5)

Individuals learn how to build teams and bond to form

group structures

PERSONAL MASTERY (1,2,3)

Individuals learn how to become viable and independent in their

framework of existence

PERSONAL MASTERY (1,2,3)

Individuals learn how to become viable and independent in their

framework of existence

EGO / SOUL ALIGNMENT (4,5)

Finding personal meaning in existence and balancing self-interest with group interest

EGO / SOUL ALIGNMENT (4,5)

Finding personal meaning in existence and balancing self-interest with group interest

EGO DEVELOPMENT (1,2,3)

Developing a healthy ego by overcoming the fears that


EGO DEVELOPMENT (1,2,3)

Developing a healthy ego by overcoming the fears that


EXTERNAL COHESION (6,7)

Individuals learn how to cooperate across group

structures for mutual benefit

EXTERNAL COHESION (6,7)

Individuals learn how to cooperate across group

structures for mutual benefit

SOUL UNFOLDMENT (6,7)

Cooperating with partners in strategic alliances to serve humanity and the planet

SOUL UNFOLDMENT (6,7)

Cooperating with partners in strategic alliances to serve humanity and the planet

PERSONAL GROWTH

LEADERSHIP DEVELOPMENT


Leadership development

Personal ComponentPersonal Component

Business ComponentBusiness Component

Three stages:

Personal masteryInternal cohesionExternal cohesion

Three stages:

Business masteryCultural masteryBusiness sustainability



Leadership development: Personal component

INTERNAL COHESION

“The need to be, and do what you were born to do.

To live with passion.”

Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills4.Bond with others for the good of the group5.Embrace values-based decision-making

INTERNAL COHESION

“The need to be, and do what you were born to do.

To live with passion.”


PERSONAL MASTERY

“Overcoming the limiting fear-based beliefs that create

personal entropy”

Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality

PERSONAL MASTERY

“Overcoming the limiting fear-based beliefs that create

personal entropy”


EXTERNAL COHESION

“Collaborate with others for mutual benefit and the good

of society.”

Preconditions: 1.Deepen personal growth2.Actualize soul’s purpose by making a difference 3.Become a coach and mentor4.Develop compassion, humility, and empathy5.Embrace intuition-based decision-making

EXTERNAL COHESION

“Collaborate with others for mutual benefit and the good

of society.”

Preconditions: 1.Deepen personal growth2.Actualize soul’s purpose by making a difference 3.Become a coach and mentor4.Develop compassion, humility, and empathy5.Embrace intuition-based decision-making

Stage 1 Stage 2 Stage 3

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Emotional Intelligence is part of Personal Mastery

• Self-awareness — the ability to read one's emotions and recognize their impact while using gut feelings to guide decisions.

• Self-management — involves controlling one's emotions and impulses and adapting to changing circumstances.

• Social awareness — the ability to sense, understand, and react to other's emotions while comprehending social networks.

• Relationship management - the ability to inspire, influence, and develop others while managing conflict.


Social Intelligence is a part of Internal Cohesion

Social intelligence … “is less about mastering situations – or even mastering social skill sets – than about developing a genuine interest in, and talent for fostering positive feelings in the people whose cooperation and support you need – a set of interpersonal competencies …that inspire others to be effective.”

Social intelligence and the biology of leadership. Daniel Goleman and Richard Boyatzis, HBR September 2008


Leadership development: Business component

CULTURAL MASTERY

“Building internal cohesion through values and mission

alignment.”

Preconditions: 1.Focus on accountability and empowerment2.Focus on adaptability and innovation3.Develop shared vision and shared values4.Embrace values-based decision-making

CULTURAL MASTERY

“Building internal cohesion through values and mission

alignment.”


BUSINESS MASTERY

“Building pride in performance through excellence ”

Preconditions:1.Focus on financial stability, employee health and safety2.Focus on employee recognition and customer loyalty3.Focus on quality, excellence, systems and processes 4.Focus on measurement

BUSINESS MASTERY

“Building pride in performance through excellence ”


BUSINESS SUSTAINABILITY

“Building strategic alliancesfor the good of society.”

Preconditions: 1.Focus on employee fulfillment 2.Focus on coaching and mentoring3.Focus on ethics and social responsibility 4.Focus on long-term perspective and future generations

BUSINESS SUSTAINABILITY

“Building strategic alliancesfor the good of society.”

Preconditions: 1.Focus on employee fulfillment 2.Focus on coaching and mentoring3.Focus on ethics and social responsibility 4.Focus on long-term perspective and future generations

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Stage 1 Stage 2 Stage 3


Leadership development focus based on CVA

Current Culture Values Desired Culture Values

PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL= 10-0 | IROS (P)= 1-6-3-0 | IROS (L)= 0-0-0-0

1. short-term focus (L) 13 Level 1

2. blame (L) 11 Level 2

3. manipulation (L) 10 Level 2

4. caution (L) 7 Level 1

5. cynicism (L) 7 Level 3

6. bureaucracy (L) 6 Level 3

7. control (L) 6 Level 1

8. cost reduction 5 Level 1

9. empire building (L) 5 Level 2

10. image (L) 5 Level 3

11. long hours (L) 5 Level 3

1. cooperation 8 Level 5

2. accountability 7 Level 4

3. employee recognition 7 Level 2

4. trust 7 Level 5

5. leadership development 6 Level 6

6. teamwork 6 Level 4

7. commitment 5 Level 5

8. continuous improvement 5 Level 4

9. customer satisfaction 5 Level 2

10. empowerment 5 Level 4

INTERNAL COHESION (4,5)“The need to be, and do

what you were born to do. To live with passion.”

Preconditions: 1.Focus on personal growth 2.Align with soul’s purpose3.Develop social intelligence skills 4.Bond with others for the good of the group5.Embrace values-based decision-making




PERSONAL MASTERY (1,2,3)“Overcoming the limiting

fear-based beliefs that create personal entropy”











3. continuous learning 11 Level 4

4. making a difference 11 Level 6

5. global perspective 9 Level 3

6. mentoring 9 Level 6

7. enthusiasm 8 Level 5

8. leadership development 8 Level 6

9. integrity 7 Level 5

10. open communication 7 Level 2

11. optimism 7 Level 5

12. shared values 7 Level 5



3. financial stability 11 Level 1


5. mentoring 10 Level 6


7. global perspective 8 Level 3


9. shared vision 8 Level 5

10. excellence 7 Level 3

11. results orientation 7 Level 3

CULTURAL MASTERY (4,5)“Building internal cohesion through

values and mission alignment.”





BUSINESS MASTERY (1,2,3)“Building pride in performance

through excellence ”


BUSINESS MASTERY (1,2,3)“Building pride in performance

through excellence ”






1. profit 11877 Level 1

2. customer focus 10507 Level 6

3. community involvement 9152 Level 6

4. results orientation 9014 Level 3

5. organizational growth 8969 Level 1

6. brand image 8839 Level 3


8. achievement 7579 Level 4


10. shareholder value 7205 Level 1

1. customer focus 9572 Level 6



4. balance (home/work) 7506 Level 4

5. staff engagement 7151 Level 5

6. leadership excellence 6989 Level 6


8. best practice 6504 Level 3


10. employee wellbeing 6253 Level 1

INTERNAL COHESION (4.5)“The need to be, and do



INTERNAL COHESION (4.5)“The need to be, and do












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

PL = 10-0 | IROS (P) = 1-5-4-0 | IROS (L) = 0-0-0-0

1. professionalism 277 Level 3

2. responsibility 215 Level 4


4. humor/fun 200 Level 5

5. job security (L) 188 Level 1



8. quality 153 Level 3



1. employee fulfillment 299 Level 6

2. employee recognition 261 Level 2

3. professionalism 254 Level 3



6. open communication 220 Level 2

7. respect 203 Level 2

8. responsibility 197 Level 4

9. trust 172 Level 5

10. customer satisfaction

168 Level 2









Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become accountable and responsible for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality



Preconditions:1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become accountable and responsible for one’s life4.Develop emotional intelligence skills5.Understand how one creates one’s personal reality


Role of CTT

Focus Focus on on

NationsNations

Focus Focus on on

NationsNations


Stages in the Development of National Consciousness

Global Global SustainabilityHuman Rights, Future Generations, Ecological Resilience.

External CohesionStrategic AlliancesRegional Collaboration, Environmental Awareness, Quality of Life .

Internal CohesionStrong National IdentityTrust, Openness, Transparency, Shared Vision and Values, Fairness.

TransformationDemocratic ProcessesEquality, Freedom of Speech, Consensus, Adaptability, Accountability.

Self-EsteemInstitutional EffectivenessRule of Law, National Pride, Governmental Efficiency

RelationshipSocial StabilityConflict Resolution, Racial Harmony, Rituals

SurvivalEconomic Stability Prosperity. Health, Defense, Social Safety Nets

Positive Focus /

7

6

5

4

3

2

1Corruption, Violence, Poverty, Greed.Corruption, Violence, Poverty, Greed.

Inequality, Discrimination, Intolerance. Inequality, Discrimination, Intolerance.

Bureaucracy, Central Control, Elitism. Bureaucracy, Central Control, Elitism.

Excessive FocusExcessive Focus


Current status of evolution of national consciousness

Current problems of existence require

global interventions at these levels

Current problems of existence require

global interventions at these levels

Most industrialized nations are

attempting to shift from 3 to 4

Most industrialized nations are

attempting to shift from 3 to 4

GROUP SUSTAINABILITY (6,7)GROUP SUSTAINABILITY (6,7)Viable independent nations learn how to Viable independent nations learn how to cooperatecooperate with each other for mutual with each other for mutual

benefit and the overall benefit and the overall good of humanitygood of humanity

GROUP SUSTAINABILITY (6,7)GROUP SUSTAINABILITY (6,7)Viable independent nations learn how to Viable independent nations learn how to cooperatecooperate with each other for mutual with each other for mutual

benefit and the overall benefit and the overall good of humanitygood of humanity

GROUP VIABILITY (4,5)GROUP VIABILITY (4,5)Viable independent individuals learn Viable independent individuals learn

how to how to bondbond with each other with each other to form a cohesive nationto form a cohesive nation

GROUP VIABILITY (4,5)GROUP VIABILITY (4,5)Viable independent individuals learn Viable independent individuals learn

how to how to bondbond with each other with each other to form a cohesive nationto form a cohesive nation

INDIVIDUAL VIABILITY (1,2,3)INDIVIDUAL VIABILITY (1,2,3)Individual humans learn how to become


INDIVIDUAL VIABILITY (1,2,3)INDIVIDUAL VIABILITY (1,2,3)Individual humans learn how to become


Most developing nations are

struggling to shift from 2 to 3

Most developing nations are

struggling to shift from 2 to 3

Nordic nations and The Netherlands are attempting to shift

from 4 to 5

Nordic nations and The Netherlands are attempting to shift

from 4 to 5


What we have done so far

2000 to2005: Experiments in mapping values of nations based on

voluntary responses to a website survey

2006: Latvia National Assessment for Government

2007: Bhutan National Assessment for International Center for Ethnographic Studies

2008: Denmark and Iceland National and Business assessments for Capacent Consultants

www.valuescentre.com 67Business Needs Copyright 2008 Barrett Values Centre September 2008

National Assessment: Current National Cultures

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

1. freedom of speech 471 Level 4

2. educational opportunities 437 Level 3

3. prosperity 356 Level 3

4. democratic process 344 Level 4


6. personal freedom 293 Level 4

7. human rights 263 Level 7

8. tradition (L) 256 Level 2


10. materialistic (L) 232 Level 1

Current Culture Values

Denmark (21%)Current Culture Values

PL= 11-0 | IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0


2. environmental protection 104 Level 1

3. strict moral/religious codes 104 Level 3

4. political rights 102 Level 3

5. education 100 Level 4

6. nature conservancy 91 Level 6


8. information availability 88 Level 3


10. contentment 87 Level 5

11. social justice 87 Level 4

Bhutan (6%)

www.valuescentre.com 68Business Needs Copyright 2008 Barrett Values Centre September 2008

National Assessment: Current National Cultures


Iceland (54%)

PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0

1. materialistic (L) 419 Level 1



4. uncertainty about the future (L) 275 Level 1

5. corruption (L) 269 Level 1

6. elitism (L) 264 Level 3

7. material needs 224 Level 1

8. wasted resources (L) 207 Level 3

9. gender discrimination (L) 196 Level 2

10. blame (L) 177 Level 2

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



3. inequality (L) 522 Level 2

4. poverty (L) 495 Level 1

5. unemployment (L) 430 Level 1

6. crime/violence (L) 424 Level 1

7. environmental pollution (L) 331 Level 1

8. emphasis on materiality (L) 298 Level 1

9. self interest (L) 251 Level 3

10. drug addiction (L) 246 Level 1


Latvia (54%)


Bhutan: Group (403)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

PL = 9-1 | IRS (P) = 4-4-1 | IRS (L) = 1-0-0 PL = 10-1 | IROS (P) = 1-0-7-2 | IROS (L) = 0-0-1-0 PL = 9-1 | IROS (P) = 1-1-6-1 | IROS (L) = 0-0-1-0

Matches

PV - CC 1CC - DC 6PV - DC 2

1. friendship 180 Level 2


3. compassion 128 Level 7

4. caution (L) 122 Level 1

5. sincerity 121 Level 5


7. self-discipline 102 Level 1

8. optimism 95 Level 5

9. helpfulness 94 Level 2

10. caring 92 Level 2

Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational

Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal



3. strict moral/religious codes (L)

104 Level 3

4. political rights 102 Level 3


6. nature conservancy 91 Level 6


8. information availability 88 Level 3






3. freedom of speech 113 Level 4

4. economic growth 107 Level 1





9. full employment 82 Level 3

10. strict moral/religious codes (L)

82 Level 3

Values Plot Copyright 2008 Barrett Values Centre August 2008

3%

1%

2%

5%

12%

10%

25%

10%

14%

19%

0% 20% 40%

1

2

3

4

5

6

7

2%

1%

3%

8%

8%

10%

18%

10%

9%

32%

0% 20% 40%

1

2

3

4

5

6

7

2%

1%

3%

8%

8%

10%

17%

10%

11%

31%

0% 20% 40%

1

2

3

4

5

6

7

Bhutan: Group (403)

C

T

S

Values Distribution Copyright 2008 Barrett Values Centre August 2008

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 49-19-32Entropy = 6%

CTS = 37-32-31Entropy = 6%

CTS = 38-31-31Entropy = 6%

Personal Values


Desired Culture Values

5%

12%

10%

19%

25%

10%

14%

8% 8%

10%

32%

18%

10%9%

8% 8%

10%

31%

17%

10%11%

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

Personal Current Culture Desired Culture

Bhutan: Group (403)

Positive Values Distribution Copyright 2008 Barrett Values Centre August 2008

Bhutan: Group (403)

Business Needs Copyright 2008 Barrett Values Centre August 2008

Value Jumps


Bhutan: Group (403)

Business Needs Copyright 2008 Barrett Values Centre August 2008

Limiting Values


Some questions for consideration

How can we bring a transformational leadership approach to the Earth Charter and Millennium Development Goals

What would it take to get the global business community to take action/contribute to the international development agenda as expressed in the Earth Charter and Millennium Development Goals.

How can you as a business coach (and your leader within) interact with business leaders to make this happen?

What are the most important leverage points between business and development?

2008 CTT Conference: Humanity Assessment

Prepared by:

Barrett Values Centre

September, 2008


Humanity Assessment

Personal Values Please select 10 values/behaviors that most reflect who you are,

not who you desire to become

Current Culture Please select 10 values/behaviors that most represent your

experience of humanity as it exists today

Desired Culture Please select 10 values/behaviors that you believe humanity must

embrace to create a sustainable future

What do you consider to be the three most pressing issues for humanity at this point in time?

76

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1


PL= 10-0 | IRS (P)= 7-2-1 | IRS (L)= 0-0-0 PL= 2-9 | IROS (P)= 0-0-1-1 | IROS (L)= 2-3-4-0 PL= 13-0 | IROS (P)= 2-4-3-4 | IROS (L)= 0-0-0-0

Matches



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

20 Level 6



5. family 15 Level 2


7. personal growth 14 Level 4






1. over consumption (L) 25 Level 1

2. conflict/aggression (L) 23 Level 2

3. uncertainty about the future (L)

22 Level 1


5. environmental pollution (L) 15 Level 1

6. lack of accountability (L) 15 Level 2



9. elitism (L) 13 Level 3

10. concern for future generations

12 Level 7

11. educational opportunities

12 Level 3

1. ecological responsibility 21 Level 6

2. concern for future generations

20 Level 7

3. culture of peace 19 Level 7


5. long-term perspective 16 Level 7

6. human dignity 14 Level 4


8. food security 13 Level 1


13 Level 6

10. collaborative approach 12 Level 6

11. forgiveness 12 Level 7

12. sustainable development 12 Level 6

13. wisdom 12 Level 7

Values Plot Copyright 2008 Barrett Values Centre September 2008

Humanity Assessment (2008 CTT Conference): Group (47)

0%

0%

0%

6%

10%

4%

22%

20%

19%

18%

0% 20% 40%

1

2

3

4

5

6

7

26%

16%

10%

6%

4%

7%

3%

11%

8%

9%

0% 20% 40%

1

2

3

4

5

6

7

0%

0%

0%

7%

3%

5%

10%

23%

34%

18%

0% 20% 40%

1

2

3

4

5

6

7


C

T

S

Values Distribution Copyright 2008 Barrett Values Centre September 2008



CTS = 61-18-21Entropy = 0%

CTS = 22-9-69Entropy = 52%

CTS = 67-18-15Entropy = 0%

Personal Values



6%

10%

4%

18%

22%

20%19%

6%

4%

7%

9%

3%

11%

8%7%

3%

5%

18%

10%

23%

34%




Positive Values Distribution Copyright 2008 Barrett Values Centre September 2008

0%

52%

0%20%

17%

15%

18%

9%

18%

61%

22%

67%


Common Good

Transformation

Self-Interest

Cultural Entropy

CTS Copyright 2008 Barrett Values Centre September 2008

Personal Values




Humanity Organizational Assessment: Group (47)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1


PL= 10-0 | IRS (P)= 7-2-1 | IRS (L)= 0-0-0 PL= 10-0 | IROS (P)= 1-3-5-1 | IROS (L)= 0-0-0-0 PL= 11-0 | IROS (P)= 2-1-7-1 | IROS (L)= 0-0-0-0

Matches




20 Level 6



5. family 15 Level 2


7. personal growth 14 Level 4












7. coaching/mentoring 12 Level 6

8. customer collaboration 12 Level 6






4. customer collaboration 15 Level 6

5. innovation 15 Level 4







13 Level 6

Values Plot Copyright 2008 Barrett Values Centre September 2008

0%

0%

0%

6%

10%

4%

22%

20%

19%

18%

0% 20% 40%

1

2

3

4

5

6

7

1%

0%

5%

6%

6%

11%

21%

18%

7%

25%

0% 20% 40%

1

2

3

4

5

6

7

0%

0%

0%

4%

7%

9%

26%

22%

8%

24%

0% 20% 40%

1

2

3

4

5

6

7


C

T

S

Values Distribution Copyright 2008 Barrett Values Centre September 2008



CTS = 61-18-21Entropy = 0%

CTS = 46-25-30Entropy = 6%

CTS = 56-24-20Entropy = 0%

Personal Values



6%

10%

4%

18%

22%

20%19%

6% 6%

11%

25%

21%

18%

7%

4%

7%

9%

24%

26%

22%

8%




Positive Values Distribution Copyright 2008 Barrett Values Centre September 2008

0% 6% 0%20%

23%20%

18%

25%

24%

61%46%

56%


Common Good

Transformation

Self-Interest

Cultural Entropy

CTS Copyright 2008 Barrett Values Centre September 2008

Personal Values





Finance Finance

Fitness Client Relations

Evolution Culture



Current CultureDesired Culture

Finance financial stability

Fitness accountability accountability

Client Relations

customer satisfaction

customer collaboration

customer satisfaction

customer collaboration

Evolution

continuous improvement

continuous learning

innovation

continuous improvement

continuous learning

Culture

coaching/mentoring

teamwork

humor/fun

shared values

shared vision

well-being (physical/emotional/mental/spirit

ual)


making a difference

making a difference

Business Needs Copyright 2008 Barrett Values Centre September 2008


Pressing issues for humanity


Questions

What would it take to get the global business community to take action/contribute to the international development agenda as expressed in the Earth Charter and Millennium Goals.

How can you as a consultant or a business coach interact with business leaders to make this happen?

What are the most important leverage points between business and development?

87

www.valuescentre.com 0 richard barrett the role of ctt in the evolution of human consciousness

Documents

evolution of consciousness

plane consciousness

group energy field

levels of consciousness

independent bonding

higher level of consciousness

evolutionary primary

evolution of planes