Frankfurt: Transforming organizational cultures through values a deeper perspective

Transforming Organizational Cultures
through Values
Richard Barrett

Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
MY TALK THIS EVENING
TRANSFORMING ORGANIZATIONAL CULTURES
THROUGH VALUES: A DEEPER PERSPECTIVE
BUT FIRST
WHO AM I?

3
Who am I?
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.

My Books
1998 2006 2010 20111995
2012 2013 2014 2015 2016

Books about Personal Transformation
1995
2012

Books about Organizational Transformation
1998 2006
2013

Books about National Transformation
2011
2015

Books about Leadership
2010
2014

Books about Psychology
2012 2014 2016

10
Organizational Transformation
“Richard Barrett has made
extraordinary contributions to
our understanding of
organisational values and
culture. His frame-works 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.

11
2013 2016

13
Key Stats:
Founder: Richard Barrett
Since: 1997
Scale: Over 6000 organisations use
CTT assessments in 94 counties
Values Assessments for:
Individuals, Leaders (360°), Teams
Corporations, Governments,
NGOs, Schools, Communities and
Nations
Global Network: Over 5,000
Certified Practitioners and
Consultants
Supporting Leaders in Building Values-Driven Organisations

14
A deeper dive into who we are …

MY SPEECH TODAY
HOW TO CREATE
TRANSFORMING THE CULTURE OF YOUR
TEAM OR YOUR ORGANIZATION

16
I am going to show you values
assessments of two teams.
Based on the results, I want you
to decide which team you would
choose to work in.

17
Customer satisfaction
Making a difference
Commitment
Employee fulfilment
Continuous
improvement
Humour/fun
Shared vision
Customer collaboration
Balance (home/work)
Teamwork
CURRENT CULTURE of
TEAM “A”
Long hours(L)
Confusion (L)
Short-term focus (L)
Blame (L)
Information hoarding
(L)
Manipulation (L)
Hierarchy (L)
Results orientation
Bureaucracy (L)
Quality
CURRENT CULTURE of
TEAM “B”

18
Which of these teams do you think is the most successful?
Customer satisfaction
Making a difference
Commitment
Employee fulfilment
Continuous improvement
Humour/fun
Shared vision
Customer collaboration
Balance (home/work)
Teamwork
Long hours(L)
Confusion (L)
Short-term focus (L)
Blame (L)
Information hoarding (L)
Manipulation (L)
Hierarchy (L)
Results orientation
Bureaucracy (L)
Quality
CURRENT CULTURE
of TEAM “A”
CURRENT CULTURE
of TEAM “B”

MY SPEECH TODAY
HOW TO CREATE
THE CULTURAL TRANSFORMATION TOOLS

20
… powerful metrics to support
leaders in building values-
driven organizations
and values-driven
societies.
provides …
Phil Clothier, CEO of Barrett
Values Centre.

Cultural Transformation Tools
MEASUREMENT TOOLS
FOR INDIVIDUALS
Personal Values Assessment
Individual Values Assessment
Leadership Development Report
Leadership Values Assessment
MEASUREMENT TOOLS FOR
HUMAN GROUP STRUCTURES
Cultural Values Assessment
Cultural Evolution Report
Espoused Values Analysis
Small Group Assessment
Merger/Compatibility Report
Customer Values Assessment
Community Values Assessment
National Values Assessment

22
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

23
MY SPEECH TODAY
HOW TO CREATE
SEVEN LEVELS OF CONSCIOUSNESS MODEL
ORIGINS AND APPLICATIONS?

24
Origins of the Seven Levels Model
Growth Needs
When these needs are fulfilled they do not
go away, they engender deeper levels of
motivation and commitment.
Deficiency Needs
An individual gains no sense
of lasting satisfaction from
being able to meet these
needs, but feels a sense of
anxiety if these needs are not
met.
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Self Actualization

25
Need s Con s ciou s n es s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
Maslow’s Needs to Barrett’s Consciousness

26
Maslow’s Needs to Barrett’s Consciousness
Need s Con s ciou s n es s
1. Expansion of self-actualization
into multiple levels.
2. Substitute states of
consciousness for
hierarchy of needs.
3. Each state of
consciousness is defined
by specific values
and behaviours.
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

27
The Shift from “I” to “We”
Service
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
COMMON GOOD AND
CONTRIBUTION (WE)
SELF INTEREST AND
PERFORMANCE (I)
TRANSFORMATION
EvolutionofPersonalConsciousness
Making a difference

28
SEPARATION AND ISOLATION COMMUNITY AND COHESION
The Shift from “I” to “We”

Seven Levels of Personal Consciousness
Positive Focus/ Excessive Focus
Service Service to Humanity and the Planet
Compassion, Humility, Future Generations.
Making a Difference
Making a Difference in the Community
Actualising Meaning, Collaboration, Intuition,
Mentoring, Empathy.
Internal Cohesion
Finding Meaning in Existence
Integrity, Alignment, Authenticity, Creativity, Passion,
Honesty, Trust.
Transformation
Continuous Growth and Development
Adaptability, Continuous Improvement, Courage,
Team Player.
Self-esteem
Building a Sense of Self Worth
Pride in Self, Self-Reliant, Self-discipline, Positive Self
Image. Arrogance, Status, Power, Glamour, Rigidity.
Relationship
Harmonious Relationships
Family, Friendship, Belonging, Open Communication,
Ritual. Blame, Jealously, Judgment, Conflict, Gossip.
Survival
Physical Survival and Safety
Health, Nutrition, Financial Stability, Self-Defence.
Violence, Greed, Corruption, Territorial.

Seven Levels of Organisational Consciousness
Positive Focus/ Excessive Focus
Service
Service to Humanity and the Planet
Social Responsibility, Future Generations, Long-Term
Perspective, Ethics, Compassion, Humility.
Making a Difference
Strategic Alliances and Partnerships
Environmental Awareness, Community Involvement,
Employee Fulfilment, Coaching/Mentoring.
Internal Cohesion
Building Internal Community
Shared Values, Vision, Commitment, Integrity,
Trust, Passion, Creativity, Openness, Transparency.
Transformation
Continuous Renewal and Learning
Accountability, Adaptability, Empowerment, Teamwork,
Goals Orientation, Personal Growth.
Self-esteem
High Performance
Systems, Processes, Quality, Best Practices,
Pride in Performance. Bureaucracy, Complacency.
Relationship
Harmonious Relationships
Loyalty, Open Communication, Customer Satisfaction,
Friendship. Manipulation, Blame.
Survival
Financial Stability
Shareholder Value, Organisational Growth,
Employee Health, Safety. Control, Corruption, Greed.

31
BUILDING A VALUES-DRIVEN ORGANIZATION
START WITH A VALUES SURVEY

32
PERSONAL VALUES
Which of the following values/behaviours most reflect
who you are? Pick ten.
CURRENT CULTURE
how your organisation currently operates? Pick ten.
DESIRED CULTURE
how you would like your organisation to operate? Pick
ten.

33
Placement of Values by Level (100 employees)
Top Ten Values
1. tradition (L) (59)
2. diversity (54)
3. control (L) (53)
4. goals orientation (46)
5. knowledge (43)
6. creativity (42)
7. productivity (37)
8. image (L) (36)
9. profit (36)
10. open communication (31)
10
42 5
7
9
6
8
3
110
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

34
11%
1
2
3
4
5
6
7
Cultural
Entropy
Placement of Values by Level (100 employees)
Current Culture
Service
Makingadifference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival

35
What is Cultural Entropy?
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.

36
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

37
Cultural entropy
significantly
impacts
employee
engagement.
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
Low Entropy =
High Engagement
High Entropy =
Low Engagement
Cultural Entropy and Employee Engagement

39
Cultural entropy is a function of the personal
entropy of the current leaders of an
organisation and institutional legacy of past
leaders as embedded in the structures,
systems, policies and procedures.
How Does Cultural Entropy Arise?

40
The Three Mantras of Organizational Performance
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

41
The Culture Change Process
1. Cultural
Values
Assessment
2. Share results
and start
dialogue
3. Prioritize
values
4. Identify
behaviours
5. Create culture
development
plan
6. Implement
changes and
programmes
ENTROPY
PERFORMANCE

Highly Engaged Team (19)
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 = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 4
CC - 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)
7
6
5
4
3
2
1
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

Highly Engaged Team (19)
Personal Values
Values DistributionCopyright 2015 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
0%
0%
0%
5%
14%
9%
21%
25%
17%
9%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
5%
6%
10%
4%
20%
28%
24%
1%
0% 20% 40% 60%
1
2
3
4
5
6
7
0%
0%
0%
5%
9%
10%
27%
23%
22%
4%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24
Cultural Entropy = 0%
Low level of
Cultural Entropy
= High level of
Employee
Engagement
26%
46%
28%
25%
48%
27%
26%
50%
24%

44
Highly Engaged Employees
 Highly engaged employees identify with the company.
 They care passionately about the future of the company.
 They bring passion and purpose to their work.
 They are willing to invest their discretionary effort to make
the company a success.
 They want the company to do the right thing.
 They want to feel pride in the way the company behaves.

Highly Disengaged Team (24)
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 = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - 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)
7
6
5
4
3
2
1
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

Highly Disengaged Team (24)
Personal Values
Values DistributionCopyright 2016 Barrett Values Centre
Positive Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
2%
0%
0%
6%
10%
13%
21%
36%
7%
5%
0% 20% 40% 60%
1
2
3
4
5
6
7
11%
11%
25%
6%
6%
11%
16%
7%
5%
2%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
0%
3%
10%
18%
32%
23%
9%
3%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33
Cultural Entropy = 2% Cultural Entropy = 2%
High level of
Cultural Entropy
= Low level of
Employee
Engagement

47
What is Personal Entropy?
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 a lack of a person’s lack of personal
mastery skills. Fear-driven energy arises from the
conscious and subconscious fear-based beliefs of the ego
about meeting its deficiency needs.

continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
ambitious 9 Level 3
making a difference 8 Level 6
results orientation 8 Level 3
honesty 7 Level 5
integrity 7 Level 5
intuition 7 Level 6
leadership developer 7 Level 6
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7%Personal Entropy 9%
Culture ValuesLeader’s Values
The culture of
an organisation
is a reflection
of 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 of
an organisation
is a reflection
of leadership
consciousness.
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
Cultural Evolution Begins with Personal Evolution
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%
Culture ValuesLeader’s Values

50
How to Measure Personal Entropy?
LEADER’S VALUES
Which of the following values/behaviours
most reflect how you operate? Pick ten.
ASSESSOR’S OBSERVED VALUES OF LEADER
Which 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

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 Observed Values
7
6
5
4
3
2
1
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=Positive
L=Potentially Limiting (white circle)
I=Individual
R=Relationship
O=Organisational
S=Societal
Entropy = 27%

10%
50%
30%
10%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 40-50-10
Entropy = 10%
CTS = 20-20-60
Entropy = 27%
Leader
High Entropy Leader (20 Assessors)
Positive Values
Observed Values
C
T
S
C=Common Good
T=Transformation
S=Self-Interest
9%
8%
10%
1%
7%
25%
20%
12%
5%
3%
0% 20% 40% 60%
1
2
3
4
5
6
7
1
2
3
4
5
6
7

MY SPEECH TODAY
HOW TO CREATE
A DEEP DIVE INTO PERSONAL ENTROPY
WHO AM I?
WHY AM I HERE?
WHAT IS MY PURPOSE?

54
Let’s start with an exercise

55
Who are you?
EXERCISE
I am going to make a series of statements.
If the statement is true for you, please
stand up.
Otherwise remain seated.

56
Who are you?
EXERCISE
(Practice run)
I have a television

57
Who are you?
EXERCISE
(Practice run)
I am a television

58
Who are you?
EXERCISE
(Now the real thing)
I have a body

59
Who are you?
EXERCISE
(Now the real thing)
I am a body

60
Who are you?
EXERCISE
I have an ego

61
Who are you?
EXERCISE
I am an ego

62
Who are you?
EXERCISE
I have a soul

63
Who are you?
EXERCISE
I am a soul

64
Who are you?
EXERCISE
3 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?

65
Progression in Enlightenment
1. I have a soul
2. I am a soul
3. Your soul has you
A fundamental shift in IDENTITY

66
What is an Ego?
• Your ego is a field of conscious awareness
that identifies with your physical body.
Consequently, the ego believes it can die.
• The ego is not who you are. It is the mask you
wear to get your needs met in the cultural
framework of your physical three-
dimensional framework of existence. We can
call this your False self.

67
The reality of the Ego
 Because the ego believes it inhabits a body
and can die it believes it has needs.
 Because it believes it has needs, the ego
develops conscious and subconscious fears
about not being able to meet its needs. The
primary needs of the ego are survival,
belonging (relationships) and self-esteem.

68
What is a Soul?
 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.
 Your soul is an individuated aspect of the
universal energy field from which everything
in our physical world derives its being.

69
The reality of the Soul
 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.

70
Einstein Quote
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.

71
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.

72
Understanding the difference between
the Ego and Soul Realities
FIVE FINGER EXERCISE

73
The Comb Analogy
Three-dimensional reality
SEPARATION

74
The Comb Analogy
Four-dimensional reality
CONNECTION

75
Just as it is difficult to understand the meaning and purpose of
the separate teeth until we are aware that they belong to a
comb, so too it is difficult for us to understand our meaning and
purpose until we become aware of who we are and our
connection to other souls.
We are not separate; we are connected through our energy
fields in the fourth-dimension of consciousness. We are all
individuated aspects of the same universal energy field.
What is the motivation of my soul?

76
The primary motivations of your soul are:
SELF EXPRESSION
CONNECTION
CONTRIBUTION
Why did my soul incarnate into a human body?
What are the motivations of my soul?

77
Stages of Psychological Development
Surviving

78
INFANCY
0-2 Years Old
Staying alive!
COMPETENCY
Ability to meet basic
physiological needs.
Surviving
Stage Motivation

79
Conforming

80
Conforming
Stage Motivation
CHILDHOOD
3-7 Years Old
Keeping safe and secure!
BEING LOVED
Ability to feel accepted and
sense of belonging.

81
Differentiating

82
Differentiating
Stage Motivation
TEENAGER +
8-24Years Old
Distinguishing yourself!
CONFIDENCE
Ability to feel respected
and recognized by others.

83
INDIVIDUATING

84
INDIVIDUATING
Stage Motivation
YOUNG ADULT
25-39 Years Old
Releasing your fears!
ACCOUNTABILITY
Finding freedom and
autonomy to understand
who you really are.

85
SELF-ACTUALIZING

86
SELF-ACTUALIZING
Stage Motivation
ADULTHOOD
40-49 Years Old
Becoming who you are!
SELF-EXPRESSION
Ability to satisfy your
desire for meaning
and purpose.

87
INTEGRATING

88
INTEGRATING
Stage Motivation
MATURE ADULT
50-59 Years Old
Aligning with others!
CONNECTION
Ability to satisfy the desire
to make a difference
in your world.

89
SERVING

90
SERVING
Stage Motivation
SENIOR
60+ Years Old
Finding fulfilment!
CONTRIBUTION
Ability to satisfy your
desire to serve the
greater good.

91
Key findings of the Grant Study
“It is the quality of a child’s
total experience, not any
particular trauma or any
particular relationship,
that exerts the clearest
influence on adult
psychopathology.”
George E. Vaillant:
Director of the Grant
Study from 1972-2005
HARVARD UNIVERSITY

92
Other research
“The LSE research indicates
that a child’s emotional
health is far more important
to their satisfaction levels as
an adult than other factors,
such as, whether they
achieve academic success
when young, or wealth
when older.”
Lord Richard Layard
LONDON SCHOOL
OF ECONOMICS

93
The impact of early love in our lives
Love in the early stages of life
literally shapes the brain and affects
us for a lifetime. It determines how
long we live and what illnesses we
will fall prey to later in life. It is no
exaggeration to say that very early
lack of love already sets the limits
on how long we will live and how
happy our lives will be.
Dr. Arthur Janov
PSYCHOTHERAPIST

94
Surviving prepares you for Self-actualizing
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
Competence
Self-expressionEGO-SOUL
ALIGNMENT

95
Conforming prepares you for Integrating
SOUL
EGO
Belonging
Connecting
Individuating
Integrating
Differentiating
Conforming
Surviving
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL
ALIGNMENT

96
Differentiating prepares you for Serving
SOUL
EGO
Recognition
Contributing
Individuating
Integrating
Differentiating
Conforming
Surviving
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL
ALIGNMENT

97
WHAT HAS ALL THIS TO DO WITH
ORGANIZATIONS AND WORK?
EVERYTHING

98
Find and organization that supports your
Soul Journey
SELF-EXPRESSION
CONNECTION CONTRIBUTION
LEADING A VALUES-
DRIVEN LIFE
LEADING A PURPOSE-
DRIVEN LIFE
EXPRESSING UNIQUE
GIFTS AND TALENTS

99
The Current Education System:
The Death of Self-Expression
98% of children display genius level creativity at
age 3-5 years. By the time they get to 20, only
2% display genius level creativity.
98%
32%
10%
2%
0%
20%
40%
60%
80%
100%
5 10 15 25

100
Percentage of people with genius level
creativity by age
98%
32%
10%
2%
0%
20%
40%
60%
80%
100%
5 10 15 25
Source: Land and Jarman,
Break-point and Beyond
Age
Ego Development
Social Conditioning
Above the age of
25 only 2% of
people have
genius level
creativity

101
What happens to our creativity?
Small children have no conception of these values and
interact without these limitations.
The ego development
(socialization) process restricts
the natural creativity of our
thinking potential by
automatically assigning value
judgements of good, bad,
right, wrong, proper,
improper, ugly, beautiful. We
accept these judgements so
we can fit in.

102
Creativity with arrested
psychological development
5040302010 60 70
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
Age
Creativity
CREATIVITY
WITHOUT
SOUL
ACTIVATION

103
Creativity at different stages of normal
psychological development
5040302010 60 70
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
Age
Creativity
CREATIVITY
INCREASES
WITH SOUL
ACTIVATION

104
Ego Creativity
Creativity at the Ego level is basically problem
solving. It takes place in the conscious mind.
1. Identify the problem.
2. Explore creative ideas—think tank.
3. Select the best ideas.
4. Test the ideas.
5. Evaluate the results.

105
Creativity consists of making discontinuous
quantum leaps into a non-local domain of
pure potentiality, that is not accessible
to the thinking ego.
Amit Goswami, Quantum Creativity
A Physicist’s View on Creativity

106
Soul Creativity
Creativity at the soul level involves guidance from
the unconscious quantum mind and investigation
and verification by the conscious mind.
1. Preparation: Gather facts, read and think, think, think,….think.
2. Incubation: Relax, sleep, rest, leave the question behind.
3. Insight or synchronicity: Inspiration, Illumination, thought.
4. Investigation and verification: Bring in the conscious mind.

107
The Harvard Grant Study (1938-2005)
The purpose of the Grant Study was to learn
something about the conditions that
promote optimum health by following the
lives of 268 men, all Harvard graduates. This
study is one of the longest running
prospective longitudinal studies of adult
male development that has ever been
attempted.

108
“The seventy-five years
and twenty million
dollars expended on the
Grant Study points, at
least, to me, to a
straightforward
conclusion: Happiness is
love. Love conquers all.”
George E. Vaillant:

109
“Love early in life facilitates not
only love later on but also the
other trappings of success, such
as prestige and even high
income. It also encourages the
development of coping styles
that facilitate intimacy, as
opposed to ones that
discourage it.”
George E. Vaillant:

110
“It is the quality of a child’s
total experience, not any
particular trauma or any
particular relationship,
that exerts the clearest
influence on adult
psychopathology.”
George E. Vaillant:

111
Other research
“The LSE research indicates
that a child’s emotional
health is far more important
to their satisfaction levels as
an adult than other factors,
such as, whether they
achieve academic success
when young, or wealth
when older.”
Lord Richard Layard:
London School of
Economics

112
The impact of early love in our lives
Love in the early stages of life
literally shapes the brain and affects
us for a lifetime. It determines how
long we live and what illnesses we
will fall prey to later in life. It is no
exaggeration to say that very early
lack of love already sets the limits
on how long we will live and how
happy our lives will be. Dr. Arthur Janov

113
Current educational systems do not align with
children’s and teenagers psychological
development goals.
They tend to promote competence.
They tend not to promote love and confidence
nor do they promote emotional intelligence.
They do not fully equip us for our soul’s journey

114
Free material on Change & Transformation
To grow a shared culture
To lead people through change
Available on www.valuescentre.com
To plan and lead
cultural transformation
Checklist and overview

For more information
and get a copy of this presentation
go to:
www.richardbarrett.net
&

Frankfurt: Transforming organizational cultures through values a deeper perspective

Recommended

Recommended

More Related Content

What's hot

What's hot (19)

Similar to Frankfurt: Transforming organizational cultures through values a deeper perspective

Similar to Frankfurt: Transforming organizational cultures through values a deeper perspective (20)

More from Barrett Academy

More from Barrett Academy (14)

Recently uploaded

Recently uploaded (20)

Frankfurt: Transforming organizational cultures through values a deeper perspective