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Key points:How does this fit with the answers given from the previous 2 questions about what “values” mean to the participants?Highlight the fact that we refer to the values with negative connotations as potentially limiting.
These are just some of the complex global issues that impact us today. These influence individuals, groups, communities and nations at all levels.
“Adaptable” is the transformation value
Key points1) Here are some of the key values that would have supported the different ages/contexts. As we move forward it does not mean that productivity and efficiency become less important. These are still critical but we can see them as supporting our new values rather than objectives in their own right.2) Change vs. Transformation vs. EvolutionChange – Doing what we do but faster, better, cheaperTransformation – A whole new way of being and doingEvolution = change + transformation
Key PointsAsk people about this statement.We often add an extra few words “organisational transformation begins with personal transformation OF THE LEADERS”
Key PointsThis is once again written in Level 3 language. We now have tools that allow us to measure and manage aspects of the business that people did not know how to do before.
Key pointsFull Spectrum is another way to think about sustainability. Organisations that are conscious at all 7 levels will be and are far more sustainableMany companies are not yet Full Spectrum but consider themselves to be on a journey to Full Spectrum
Seven Levels Model Exercise: Section 1 – last page in workbook
1) Our database has approximately 2000+ values. Because the templates are customised, new values are added regularly.2) There are words or phrases that are unique to particular cultures. For example, the values of “adhoc” or “dealer partnerships”.3) Each of these values is assigned to one of the seven levels.
The standard or customised Personal Values template is used for the first survey question. Personal Values are those that are not specific to an organisation. These values address the “Who” – Who are the people that are part of this group? What is important to them?
The standard or customised Culture Values template is used for the second and third survey questions.These values address the “What” – What is the culture of this group like? What do people experience?
The same Culture Values template is used for both the Current & Desired Culture questions1) This addresses the “How” – How do people want to move forward? How do we support the leaders in creating the desired shift?
Key Points:There are two indicators of the health of the organisation:The ratio of Positive to Potentially Limiting ValuesThe percentage of Entropy - the lost productivity within the organisation
The numbers come from experience.We have seen examples or organisations with entropy over 50% who have not taken corrective action and failed.We often see government departments or government funded organisations operating with large entropy scores and they can survive where commercial organisations would not because the government keeps pumping the money into an unhealthy system.Some degree of Entropy (less than 10%) is helpful in that it drives continuous growth and change. Like the sand in an oyster that yields a pearl.
There are 3 charts included in the Distribution Indices.
Key Points:Full-spectrum is knowing which leader is needed in the present moment and being able to make the internal shift