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SEVEN STAGES OF
ORGANIZATIONAL
& LEADERSHIP
DEVELOPMENT
Richard Barrett
Barrett Academy for the
Advancement of Human Values
(www.barrettacademy.com)
To create a values-driven world
where all people , organizations
and societies thrive.
Founder of the Barrett
Values Centre
President of the Academy
for the Advancement of
Human Values
To discover, incubate and develop ideas
and concepts that support the evolution
of human consciousness.
“Organizations grow and develop
in the same way as individuals—by
successfully mastering their needs
at each stage of development.”
Richard Barrett
The Seven Stages of
Organizational Development
In the middle of the 20th century,
Abraham Maslow developed a theory
that linked well-being to the
satisfaction of needs. He postulated
that well-being comprises five
components.
Each component acts as a
foundation for the subsequent
component.
Origins of the Barrett Model
From Maslow to Barrett
Our basic well-being
arises from our
ability to meet what
Abraham Maslow
called our deficiency
needs - our survival,
safety and security
needs. Furthermore,
we must learn to
master our
deficiency needs
before we can focus
on our growth
needs.
Growth Needs
Deficiency
Needs
The Barrett Model differs from Maslow's model in three important ways; it gives
more definition to the process of self-actualization; it focuses on consciousness
rather than needs and it relabels the different levels of the model.
From Maslow to Barrett
The Seven Stages of
Organizational Development
Drive for Stability
Drive for Profitable
Growth
A Necessary Condition for
Evolution
Full-Spectrum Consciousness
The most successful
organizations are those that
develop Full-Spectrum
Consciousness - the ability to
overcome the challenges
associated with every level of
organizational consciousness.
Viability
Collaboration
Contribution
Alignment
Evolution
Performance
Relationships
Financial viability,
stability and health of
employees.
VIABILITY
FOCUS
Your company is profitable and
financially stable. It focuses on
long-term sustainability and not
on short-term results.
It provides safe and
comfortable working conditions
for its people.
VIABILITY
Without profits or access to a
continuing stream of funds,
organizations quickly perish.
Every organization needs to make
financial viability and stability a
primary concern.
When companies become too
focused on financial viability,
they develop an unhealthy
short-term focus on
shareholder value.
In such situations, making the
quarterly numbers—satisfying
the needs of the financial
markets—can preoccupy the
minds of the leaders to the
exclusion of all other factors,
including the needs of
employees.
Time for
Cost
Reduction
Harmonious
interpersonal
relationships and good
internal communications.
RELATIONSHIPS
FOCUS
People walk into the office each
day they smile and greet each
other warmly.
There is a healthy sense of
respect and customers feel
their needs are cared for.
RELATIONSHIPS
The critical issue at this stage of
development is to create a
sense of loyalty and belonging
among employees, and a sense
of caring and connection
between the organization and its
customers and suppliers.
Preconditions for creating a sense of belonging are open
communication, mutual respect and conflict resolution.
When leaders display territorial
behaviours, blame, internal
competition and internal politics ensue.
When the leaders are more focused on
their own success rather than the success
of the organization, they begin to compete
with each other.
Efficiency, excellence,
productivity, quality and
professionalism.
PERFORMANCE
FOCUS
The organization invests in high
performing systems.
It trains it’s people to be
excellent at doing their jobs and
the staff are proud to tell others
who they work for.
PERFORMANCE
At this stage of
development, the
organization is focused on
staying relevant to its
customers, pursuing
excellence by adopting best
practices, and constantly
implementing productivity
and efficiency
enhancements.
A precondition for
continuous performance
improvement is the
encouragement and reward
of excellence.
Organizations that get stuck in
the third stage of development
tend to be structured
hierarchically for the purposes
of central bureaucratic control.
Adaptability, employee
empowerment,
continuous renewal
and continuous
learning.
EVOLUTION
FOCUS
The organization moves
forward through innovation and
continuous improvement. It is
adaptable and resilient.
Employees feel empowered,
have the courage to ask tough
questions and it is OK to make
mistakes.
EVOLUTION
To fully respond to the
challenges of this level of
consciousness the
organization must
actively garner
employees’ ideas and
opinions.
For many leaders and managers, this is a new role requiring new skills.
Employees want to be accountable—not micro-managed and supervised
More accountability is given to
everyone and structures
become less hierarchical.
Teamwork is encouraged and
more attention is given to
personal develop-ment and
relationship skills. Diversity is
seen as a positive asset in
exploring new ideas.
This requires the
organization to be
flexible and take
calculated risks.
A precondition for
success at this
level of
consciousness is
encouraging all
employees to think
and act like
entrepreneurs and
stimulate
innovation so that
new products and
services can be
developed to
respond to market
opportunities.
Internally cohesive
organization that has a
capacity for collective
action.
ALIGNMENT
FOCUS
People feel inspired by the
vision and values.
There are high levels of trust
and a deep sense of purpose,
fun and team spirit.
ALIGNMENT
The key to success at this level of consciousness
is the establishment of a strong, positive, unique
cultural identity that differentiates the
organization from its competitors.
A critical requirement is a shared vision of the future
that inspires employees, a shared set of values that
provides guidance for decision making, and an
organizational purpose that is more than making a
profit.
VISION VALUES
PURPOSE
A precondition for
success at this stage of
development is to build
a climate of TRUST.
High level of internal
connectedness and
external
connectedness through
strong collaboration.
COLLABORATION
FOCUS
Strong focus on leadership
development means that
leaders are making a
sustainable difference inside
and outside the organization.
This is a collaborative working
environment for staff,
customers, suppliers and the
community, where people focus
on win-win for all concerned.
COLLABORATION
The organization should support employees
in becoming all they can become, both
professionally and personally.
Leadership development is given significant
emphasis at this stage of development.
Employees must feel that the company cares
about them, their futures and their needs.
Companies operating at this
level of consciousness go the
extra mile to make sure they are
being responsible global
citizens.
CONTRIBUTION
FOCUS
The well-being of
society, the planet and
future generations.
For people in this organization,
ethics is not about compliance but
doing what they believe is right, in
their hearts.
By doing their jobs well, people
know they are serving society and
future generations.
CONTRIBUTION
The organization takes great care to make sure their activities, products
and services are in alignment with the UN’s Sustainable Development
Goals.
The critical issue at this level of
consciousness is developing a deep
sense of social responsibility by caring
about social justice, human rights, and
the ecology of the global environment.
SOCIAL JUSTICE
ECOLOGY HUMAN RIGHTS
To be successful at this level of
consciousness, organizations
must embrace the highest
ethical standards in all their
interactions with employees,
suppliers, customers, partners,
investors and the local
community.
The Seven Levels of
Leadership Development
The Seven Stages of
Organizational Development
Manager
Leader
Transition
Financial viability,
stability and health of
employees.
CRISIS MANGER
FOCUS
They understand the importance of profit
and shareholder returns. They manage
their budgets meticulously.
They are appropriately cautious in
complex situations but are willing to take
risks that do not compromise the
organization’s resilience and future.
They maintain a long-term perspective
while dealing with short-term issues and
goals.
CRISIS MANAGER
Harmonious
interpersonal
relationships and good
internal communications.
RELATIONSHIP MANAGER
FOCUS
Relationship managers invest a lot of time
in building harmonious working
relationships.
They know how to manage conflicts
because they know how to handle their
emotions and respond to the emotions of
others.
They believe in open communication.
They acknowledge and praise staff for a
job well done. They are accessible to their
employees and their customers.
RELATIONSHIP MANAGER
Efficiency, excellence,
productivity, quality and
professionalism.
PERFORMANCE MANAGER
FOCUS
Brings logic and science to their work. They
use metrics to manage performance. They
build systems and processes that create order
and efficiency and enhance productivity.
They have strong analytical and technical
skills. They are experts in their fields. They
think strategically and move quickly to
capitalize on opportunities.
They are rational in decision-making. They
plan and prioritize their work and provide
stability and continuity.
PERFORMANCE MANAGER
Adaptability, employee
empowerment,
continuous renewal
and continuous
learning.
FACILITATOR/INNOVATOR
FOCUS
Readily seek advice, build consensus, and
empower their staff. They give people
responsible freedom, making them
accountable for outcomes and results.
They resist the temptation to micromanage
the work of their direct reports. They
promote participation, equality, and
diversity. They are adaptable and flexible.
They embrace continuous learning. They
actively engage in their personal
development and encourage their staff to
do the same.
FACILITATOR/INNOVATOR
Internally cohesive
organization that has a
capacity for collective
action.
AUTHENTIC LEADER
FOCUS
A self-actualized individual who has
discovered his or her sense of purpose.
They promote a shared set of values and
demonstrate congruent behaviours that
guide decision-making.
They demonstrate integrity and are living
examples of values-based leadership.
They walk their talk. They build internal
cohesion and focus by creating a shared
purpose.
AUTHENTIC LEADER
High level of internal
connectedness and
external
connectedness through
strong collaboration.
MENTOR/PARTNER
FOCUS
Create a working environment where
individuals are encouraged, supported,
and empowered to fulfil their potential.
They create mutually beneficial
partnerships and strategic alliances with
other individuals or groups. They
collaborate with customers and suppliers
to create win-win situations.
They go beyond the needs of compliance
in making their operations environmentally
friendly and socially responsible.
MENTOR/PARTNER
VISIONARY LEADER
FOCUS
The well-being of
society, the planet and
future generations.
A holistic perspective on life. Because they can
rely on their wisdom, they can handle multiple
levels of complexity.
They care about their organization, and they also
care about the world. They care about their
current employees, and they also care about
future generations. They see the purpose of the
organization from a larger, societal perspective.
They are committed to social responsibility and
ethics. They are not prepared to compromise
long-term outcomes for short-term gains.
VISIONARY LEADER
Book
THE NEW LEADERSHIP
PARADIGM
E-Learning
PERSONAL
EVOLUTION
ORGANIZATIONAL
EVOLUTION
SOCIETAL
EVOLUTION
LEADERSHIP
DEVELOPMENT
E-LEARNING COURSES
ORGANIZATIONAL EVOLUTION
E-LEARNING COURSES
NEXT SESSION
19TH Of OCTOBER AT 6 PM CET
BUILDING A
VALUES-DRIVEN
ORGANIZATION
www.valuescentre.com
www.barrettacademy.com
For more information:

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Seven stages of organizational and leadership development

  • 1. SEVEN STAGES OF ORGANIZATIONAL & LEADERSHIP DEVELOPMENT Richard Barrett Barrett Academy for the Advancement of Human Values (www.barrettacademy.com)
  • 2. To create a values-driven world where all people , organizations and societies thrive. Founder of the Barrett Values Centre
  • 3. President of the Academy for the Advancement of Human Values To discover, incubate and develop ideas and concepts that support the evolution of human consciousness.
  • 4. “Organizations grow and develop in the same way as individuals—by successfully mastering their needs at each stage of development.” Richard Barrett
  • 5. The Seven Stages of Organizational Development
  • 6. In the middle of the 20th century, Abraham Maslow developed a theory that linked well-being to the satisfaction of needs. He postulated that well-being comprises five components. Each component acts as a foundation for the subsequent component. Origins of the Barrett Model
  • 7. From Maslow to Barrett Our basic well-being arises from our ability to meet what Abraham Maslow called our deficiency needs - our survival, safety and security needs. Furthermore, we must learn to master our deficiency needs before we can focus on our growth needs. Growth Needs Deficiency Needs
  • 8. The Barrett Model differs from Maslow's model in three important ways; it gives more definition to the process of self-actualization; it focuses on consciousness rather than needs and it relabels the different levels of the model. From Maslow to Barrett
  • 9. The Seven Stages of Organizational Development Drive for Stability Drive for Profitable Growth A Necessary Condition for Evolution
  • 10. Full-Spectrum Consciousness The most successful organizations are those that develop Full-Spectrum Consciousness - the ability to overcome the challenges associated with every level of organizational consciousness. Viability Collaboration Contribution Alignment Evolution Performance Relationships
  • 11. Financial viability, stability and health of employees. VIABILITY FOCUS
  • 12. Your company is profitable and financially stable. It focuses on long-term sustainability and not on short-term results. It provides safe and comfortable working conditions for its people. VIABILITY
  • 13. Without profits or access to a continuing stream of funds, organizations quickly perish. Every organization needs to make financial viability and stability a primary concern.
  • 14. When companies become too focused on financial viability, they develop an unhealthy short-term focus on shareholder value.
  • 15. In such situations, making the quarterly numbers—satisfying the needs of the financial markets—can preoccupy the minds of the leaders to the exclusion of all other factors, including the needs of employees. Time for Cost Reduction
  • 16. Harmonious interpersonal relationships and good internal communications. RELATIONSHIPS FOCUS
  • 17. People walk into the office each day they smile and greet each other warmly. There is a healthy sense of respect and customers feel their needs are cared for. RELATIONSHIPS
  • 18. The critical issue at this stage of development is to create a sense of loyalty and belonging among employees, and a sense of caring and connection between the organization and its customers and suppliers.
  • 19. Preconditions for creating a sense of belonging are open communication, mutual respect and conflict resolution.
  • 20. When leaders display territorial behaviours, blame, internal competition and internal politics ensue. When the leaders are more focused on their own success rather than the success of the organization, they begin to compete with each other.
  • 21. Efficiency, excellence, productivity, quality and professionalism. PERFORMANCE FOCUS
  • 22. The organization invests in high performing systems. It trains it’s people to be excellent at doing their jobs and the staff are proud to tell others who they work for. PERFORMANCE
  • 23. At this stage of development, the organization is focused on staying relevant to its customers, pursuing excellence by adopting best practices, and constantly implementing productivity and efficiency enhancements.
  • 24. A precondition for continuous performance improvement is the encouragement and reward of excellence.
  • 25. Organizations that get stuck in the third stage of development tend to be structured hierarchically for the purposes of central bureaucratic control.
  • 26. Adaptability, employee empowerment, continuous renewal and continuous learning. EVOLUTION FOCUS
  • 27. The organization moves forward through innovation and continuous improvement. It is adaptable and resilient. Employees feel empowered, have the courage to ask tough questions and it is OK to make mistakes. EVOLUTION
  • 28. To fully respond to the challenges of this level of consciousness the organization must actively garner employees’ ideas and opinions. For many leaders and managers, this is a new role requiring new skills. Employees want to be accountable—not micro-managed and supervised
  • 29. More accountability is given to everyone and structures become less hierarchical. Teamwork is encouraged and more attention is given to personal develop-ment and relationship skills. Diversity is seen as a positive asset in exploring new ideas.
  • 30. This requires the organization to be flexible and take calculated risks. A precondition for success at this level of consciousness is encouraging all employees to think and act like entrepreneurs and stimulate innovation so that new products and services can be developed to respond to market opportunities.
  • 31. Internally cohesive organization that has a capacity for collective action. ALIGNMENT FOCUS
  • 32. People feel inspired by the vision and values. There are high levels of trust and a deep sense of purpose, fun and team spirit. ALIGNMENT
  • 33. The key to success at this level of consciousness is the establishment of a strong, positive, unique cultural identity that differentiates the organization from its competitors.
  • 34. A critical requirement is a shared vision of the future that inspires employees, a shared set of values that provides guidance for decision making, and an organizational purpose that is more than making a profit. VISION VALUES PURPOSE
  • 35. A precondition for success at this stage of development is to build a climate of TRUST.
  • 36. High level of internal connectedness and external connectedness through strong collaboration. COLLABORATION FOCUS
  • 37. Strong focus on leadership development means that leaders are making a sustainable difference inside and outside the organization. This is a collaborative working environment for staff, customers, suppliers and the community, where people focus on win-win for all concerned. COLLABORATION
  • 38. The organization should support employees in becoming all they can become, both professionally and personally. Leadership development is given significant emphasis at this stage of development.
  • 39. Employees must feel that the company cares about them, their futures and their needs.
  • 40. Companies operating at this level of consciousness go the extra mile to make sure they are being responsible global citizens.
  • 41. CONTRIBUTION FOCUS The well-being of society, the planet and future generations.
  • 42. For people in this organization, ethics is not about compliance but doing what they believe is right, in their hearts. By doing their jobs well, people know they are serving society and future generations. CONTRIBUTION
  • 43. The organization takes great care to make sure their activities, products and services are in alignment with the UN’s Sustainable Development Goals.
  • 44. The critical issue at this level of consciousness is developing a deep sense of social responsibility by caring about social justice, human rights, and the ecology of the global environment. SOCIAL JUSTICE ECOLOGY HUMAN RIGHTS
  • 45. To be successful at this level of consciousness, organizations must embrace the highest ethical standards in all their interactions with employees, suppliers, customers, partners, investors and the local community.
  • 46. The Seven Levels of Leadership Development
  • 47. The Seven Stages of Organizational Development Manager Leader Transition
  • 48. Financial viability, stability and health of employees. CRISIS MANGER FOCUS
  • 49. They understand the importance of profit and shareholder returns. They manage their budgets meticulously. They are appropriately cautious in complex situations but are willing to take risks that do not compromise the organization’s resilience and future. They maintain a long-term perspective while dealing with short-term issues and goals. CRISIS MANAGER
  • 50. Harmonious interpersonal relationships and good internal communications. RELATIONSHIP MANAGER FOCUS
  • 51. Relationship managers invest a lot of time in building harmonious working relationships. They know how to manage conflicts because they know how to handle their emotions and respond to the emotions of others. They believe in open communication. They acknowledge and praise staff for a job well done. They are accessible to their employees and their customers. RELATIONSHIP MANAGER
  • 52. Efficiency, excellence, productivity, quality and professionalism. PERFORMANCE MANAGER FOCUS
  • 53. Brings logic and science to their work. They use metrics to manage performance. They build systems and processes that create order and efficiency and enhance productivity. They have strong analytical and technical skills. They are experts in their fields. They think strategically and move quickly to capitalize on opportunities. They are rational in decision-making. They plan and prioritize their work and provide stability and continuity. PERFORMANCE MANAGER
  • 54. Adaptability, employee empowerment, continuous renewal and continuous learning. FACILITATOR/INNOVATOR FOCUS
  • 55. Readily seek advice, build consensus, and empower their staff. They give people responsible freedom, making them accountable for outcomes and results. They resist the temptation to micromanage the work of their direct reports. They promote participation, equality, and diversity. They are adaptable and flexible. They embrace continuous learning. They actively engage in their personal development and encourage their staff to do the same. FACILITATOR/INNOVATOR
  • 56. Internally cohesive organization that has a capacity for collective action. AUTHENTIC LEADER FOCUS
  • 57. A self-actualized individual who has discovered his or her sense of purpose. They promote a shared set of values and demonstrate congruent behaviours that guide decision-making. They demonstrate integrity and are living examples of values-based leadership. They walk their talk. They build internal cohesion and focus by creating a shared purpose. AUTHENTIC LEADER
  • 58. High level of internal connectedness and external connectedness through strong collaboration. MENTOR/PARTNER FOCUS
  • 59. Create a working environment where individuals are encouraged, supported, and empowered to fulfil their potential. They create mutually beneficial partnerships and strategic alliances with other individuals or groups. They collaborate with customers and suppliers to create win-win situations. They go beyond the needs of compliance in making their operations environmentally friendly and socially responsible. MENTOR/PARTNER
  • 60. VISIONARY LEADER FOCUS The well-being of society, the planet and future generations.
  • 61. A holistic perspective on life. Because they can rely on their wisdom, they can handle multiple levels of complexity. They care about their organization, and they also care about the world. They care about their current employees, and they also care about future generations. They see the purpose of the organization from a larger, societal perspective. They are committed to social responsibility and ethics. They are not prepared to compromise long-term outcomes for short-term gains. VISIONARY LEADER
  • 65. NEXT SESSION 19TH Of OCTOBER AT 6 PM CET BUILDING A VALUES-DRIVEN ORGANIZATION