building a sustainable future for everyone

www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com

The New Leadership ParadigmBuilding a Sustainable Future for Everyone

Richard BarrettJanuary 2012

2

A Crisis in Leadership

3


After conducting fourteen formal studies and more than a thousand interviews, directly observing dozens of executives in action, and compiling innumerable surveys, I am completely convinced that most organisations today lack the leadership they need.

John P. Kotter and James L. Heskett, Corporate Culture and Performance (New York: The Free Press, 1992).

John Kotter, Harvard Business School

4


I have come to believe that much of what my colleagues and I taught has caused real suffering, suppressed wealth creation, destabilized the world economy, and accelerated the demise of the 20th century capitalism.

We managed to produce a generation of managers and business professionals that is deeply mistrusted and despised by a majority of people in our society and around the world. This is a terrible failure.

Shoshana Zuboff, “The Old Solutions Have Become the New Problems,” Business Week, Viewpoint, July 2, 2009.

Shoshana Zuboff, Harvard Business School

5


Bill George, Harvard Business School

An enormous vacuum in leadership exists today—in business, politics, government, education, religion, and nonprofit organizations. Yet there is no shortage of people with the capacity for leadership.

The problem is we have a wrongheaded notion of what constitutes a leader, driven by an obsession with leaders at the top.

Bill George, True North: Discover Your Authentic Leadership (San Francisco: Jossey-Bass, 2007).

6


Every successful business leader has to make the shift from “I” to “we.”

Bill George, True North: Discover Your Authentic Leadership (San Francisco: Jossey-Bass, 2007).

Bill George, Harvard Business School

7

The Global Sustainability Challenge?

8

Global Sustainability Issues

Pandemics

Climate Change

Global Economy

GlobalTerrorism

Poverty Reduction

Food Resilience

Natural Disasters

Energy Resilience

Species Extinction

WaterShortages

The significant problems we face cannot be solved at the same level of thinking that created them.

Pollution

Waste Disposal

9

The Sustainability Challenge

The problems of existence have become global but the decision-making structures

we have for dealing with them are national.

We cannot move forward without a high degree of global cooperation.

10

A New Leadership Paradigm

Private Sector

Social Sector

Public Sector

The paradigm that divides the world into the social sector, the private sector, and the

governmental sector is not working.

It creates artificial barriers. We are each a constituent of the problem, so we have to

combine our forces, our efforts, and our competencies.

Tex Gunning, Unilever, Best Foods Asia

11

Sustainability and the New Leadership Paradigm

Business is a wholly owned subsidiary of society, and society is wholly owned subsidiary of the environment.

If we lose our environment and our life-support systems, our society will perish.

If we lose our society, we will lose our economy and our businesses will perish too.

Our Business Leaders need to recognise that:

12


A shift in focus from “I” to “we”

A shift from self-interest to the common good

A shift from being the best in the world to the best for the world.

WE NEED A NEW LEADERSHIP PARADIGM

13


Richard Barrett, The New Leadership Paradigm, 2011

Ultimately, the problems of existence we face are issues of consciousness.

We will only get beyond this stage of our collective evolution if we can put aside our

narrow self-interest, focus on the whole system, and build a values-driven framework of policies

that support the common good.

14

For the first time in human history we have the possibility of making the evolution of

consciousness, conscious.

Why now? Because we can measure it, both at a personal, organizational and

national level.

And if you can measure it, you can manage it.

The Good News

Richard Barrett, The New Leadership Paradigm, 2011

15

Models and Tools for Personal and Cultural Transformation

19982006

Organisational Growth and

Transformation.Measuring

Consciousness by Mapping Values

Implementing Cultural Transformation.

Eight Years Experience of Measuring Personal

and Organisational Consciousness and

Exploring Whole System Change

16

Origins of the Cultural Transformation Tools

Growth NeedsWhen these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.

Deficiency NeedsAn 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

17

Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteemAbraham Maslow

Know and Understand

N e e d s C o n s c i o u s n e s s

Self-Actualization

Richard Barrett

18

Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

N e e d s C o n s c i o u s n e s 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.

19

Stages in the Development of Personal Consciousness

Positive Focus / Excessive Focus

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

SurvivalFinancial Security & SafetyCreating a safe secure environment for self and significant others. Control, greed

BelongingFeeling a personal sense of belonging, feeling loved by self and others. Being liked, blame

Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status

Personal GrowthUnderstanding your deepest motivations, experiencing responsible freedom by letting go of your fears

Finding Personal MeaningUncovering your sense of purpose and creating a vision for the future you want to create

Collaborating with PartnersWorking with others to make a positive difference by actively implementing your purpose and vision

Service to Humanity and the PlanetDevoting your life in self-less service to your purpose and vision

20


Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed

BelongingLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame

High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Corporate CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/mentoring

Service To Humanity And The PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

Stages in the Development of Organisational Consciousness

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

21

Personal Values

Pick ten values/behaviours that most reflect who you are, not who you desired to become.

22

Current Culture Values

Pick ten values/behaviours that most reflect how your organisation currently operates.

23

Desired Culture Values

Pick ten values/behaviours that, in your opinion, are essential for your organisation to achieve its highest performance.

24

Placement of Values by Level

Current Culture 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

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

25

Cultural Entropy

Distribution of Values by Level

Current Culture 100 Employees

11%

1

2

3

4

5

6

7Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

26

Engineering and Projects Company (339)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 1CC - DC 4PV - DC 2

Health Index (PL)

PV: 10-0CC: 7-3

DC: 10-0

1. honesty 169 5(I)

2. accountability 165 4(R)

3. commitment 150 5(I)

4. continuous learning 92 4(I)

5. balance (home/work) 91 4(I)

6. family 91 2(R)

7. self-discipline 91 1(I)

8. responsibility 89 4(I)

9. respect 81 2(R)

10. open communication 76 2(R)

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

1. continuous improvement

111 4(O)

2. customer satisfaction

111 2(O)

3. safety conscious 102 1(O)

4. cost reduction 88 1(O)

5. job insecurity (L) 77 1(O)

6. inconsistent (L) 75 3(I)

7. teamwork 74 4(R)


9. blame (L) 71 2(R)

10. corporate image 64 3(O)


2. customer satisfaction

147 2(O)

3. continuous improvement

143 4(O)

4. employee development 111 4(O)

5. employee recognition 96 2(R)


7. inspirational leadership 95 6(O)

8. employee fulfilment 94 6(O)

9. teamwork 90 4(R)

10. professionalism 80 3(O)

Values Plot Copyright 2011 Barrett Values Centre February 2011

The values that are important to

employees in their personal

lives.

How employees experience the company - What is working well? What is undermining the sustainability

of the company.

What employees believe is necessary

for the company to achieve

its full potential

1%

1%

1%

9%

12%

17%

24%

8%

6%

21%

0% 20% 40%

1

2

3

4

5

6

7

6%

5%

12%

10%

8%

14%

11%

9%

5%

20%

0% 20% 40%

1

2

3

4

5

6

7

1%

1%

0%

6%

12%

16%

19%

13%

5%

27%

0% 20% 40%

1

2

3

4

5

6

7

Engineering and Projects Company (339)

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre February 2011

C = Common GoodT = TransformationS = Self-Interest

Positive ValuesPotentially Limiting Values

CTS = 38-21-41Entropy = 3%

CTS = 25-20-55Entropy = 23%

CTS = 37-27-36Entropy = 2%

Personal Values



Total number of votes for all

values at each level

Cultural Entropy % of Votes for Limiting Values

Common Good

Transformation

Self Interest

28

Nedbank, South Africa: An Example of Cultural Evolution

29

Nedbank and CTT

30

Entropy 14%Entropy 25% Entropy 19% Entropy 17%

Nedbank: Current Culture Evolution

1. cost-consciousness2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven7. bureaucracy (L)8. results orientation 9. client satisfaction10. silo mentality (L)

2005

1. cost-consciousness2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven7. profit8. bureaucracy (L)9. teamwork 10. community involvement

2006

1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness5. community involvement6. performance driven 7. profit8. achievement9. being the best 10. results orientation

2007 2008

1. accountability2. client-driven 3. client satisfaction 4. community involvement 5. achievement6. cost-consciousness7. teamwork8. performance driven9. being the best 10. delivery

4 matches4 matches3 matches 5 matches

31

Entropy 13% Entropy 13% Entropy 11%

Nedbank: Current Culture Evolution

2009 2010 2011

6 matches6 matches6 matches

1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven

1. accountability2. client satisfaction 3. client-driven 4. teamwork5. brand reputation6. being the best7. achievement8. commitment9. community involvement10. cost-consciousness

1. accountability2. client-driven 3. client satisfaction4. brand reputation5. achievement6. teamwork7. environmental awareness8. commitment9. being the best10. cost-consciousness

32

Nedbank Group 2010

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 10-0DC: 10-0


2. honesty 5168 5(I)


4. respect 3832 2(R)

5. integrity 3508 5(I)

6. family 3504 2(R)


8. caring 2992 2(R)

9. balance (home/work)

2981 4(I)

10. efficiency 2664 3(I)




2. client satisfaction 3784 2(O)

3. client-driven 3174 6(O)

4. teamwork 2204 4(R)

5. brand reputation 2193 3(O)

6. being the best 2113 3(O)

7. achievement 2098 3(I)

8. community involvement 2079 6(S)

9. cost-consciousness 2041 3(O)




3. balance (home/work) 3583 4(O)





8. employee satisfaction 2525 2(O)



Values Plot Copyright 2010 Barrett Values Centre April 2010

33

Nedbank: Group (2011)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 10-0DC: 10-0




4. respect 4420 2(R)

5. family 4057 2(R)

6. integrity 4023 5(I)

7. caring 3568 2(R)

8. balance (home/work) 3526 4(I)


10. efficiency 3085 3(I)




4. brand reputation 2740 3(O)



7. environmental awareness

2372 6(S)


9. being the best 2218 3(O)

10. cost-consciousness 2187 3(O)


2. balance (home/work) 4183 4(O)








10. employee satisfaction 2687 2(O)

Values Plot Copyright 2011 Barrett Values Centre April 2011



34

1%

0%

1%

5%

16%

16%

26%

4%

7%

24%

0% 20% 40%

1

2

3

4

5

6

7

3%

3%

5%

5%

11%

20%

13%

14%

6%

20%

0% 20% 40%

1

2

3

4

5

6

7

1%

0%

0%

5%

15%

16%

21%

12%

5%

25%

0% 20% 40%

1

2

3

4

5

6

7

Nedbank: Group (2011)

C

T

S

Values Distribution Copyright 2011 Barrett Values Centre April 2011



CTS = 37-24-39Entropy = 2%

CTS = 33-20-47Entropy = 11%

CTS = 38-25-37Entropy = 1%

Personal Values



35

25%

19%17%

14% 13% 13%11%

0%

5%

10%

15%

20%

25%

2005 2006 2007 2008 2009 2010 2011

Nedbank: Cultural Evolution

Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale.

Entropy Scores

Entropy risk bands

0 -10% Healthy functioning11-20% Some problems 21-30% Significant problems 31-40% Serious situation 41%+ Critical situation

36

Nedbank: Response Rate to Values Survey

1827

6083

10155

14091

1820620184

22102

0

4000

8000

12000

16000

20000

24000

2005 2006 2007 2008 2009 2010 2011

28,898 employees in 2009

Responses

nu

mb

er

of

pa

rtic

ipa

nts

37

Nedbank: Staff Engagement

Nedbank Staff Survey Scores

59.6% 66.3%71.5% 75.1% 79%

67% 71%

0%20%40%60%80%

100%

2005 2006 2007 2008 2009 2010 2011

38

Nedbank: Financial Impact of Cultural Evolution

78

100

134 136

96

124 130

0

20

40

60

80

100

120

140

160

2004 2005 2006 2007 2008 2009 2010

Closing share price (Rand)

Nedbank: Impact on Financial Performance

39

Nedbank: Financial Impact of Cultural Evolution

1402715809

18948

22428 22077 2157023630

0

5000

10000

15000

20000

25000

2004 2005 2006 2007 2008 2009 2010

Revenue Rm (operating income)

Nedbank: Impact on Financial Performance

40

What Evolution can teach us about the New Leadership Paradigm

• Three Universal Principles• Five Characteristics/Strategies• Six Levels of Decision Making

41

What is Evolution?

At each stage of evolution – from atoms, to cells, to creatures – there was not only an expansion in awareness, but also an expansion in the range of possible reactions or responses that an entity could make to changes in its internal or external environment.

Evolution: The continually unfolding ability to respond to increasingly complex life conditions.

An increase in external complexity demanded an increase in

internal complexity

42

The Universal Stages of Evolution

From the Big Bang … to the Present Day

Stage 1Entities learn how to become viable and independent in their frameworks of existence.

Stage 2 As life conditions become more complex, viable independent entities bond with each other to create a group structures.

Stage 3 Viable independent group structures then cooperate with each other to form a higher order entity.

Energy Atoms Molecules Cells Organisms Creatures Homo sapiens

43

Stage 1:

Entities learn how to become viable and independent in their frameworks of existence.

Stage 2:

As life conditions become more complex, viable independent entities bond with each other to create a group structures.

Stage 3:

Viable independent group structures then cooperate with each other to form a higher order entity.

Big Bang: Particles/waves of information existing in a quantum energy field.

Carbon atom Molecules Cells

Eukaryotic cell Organisms Creatures

Homo sapiens Nations Humanity

The Universal Stages of EvolutionLevels

of

Bein

g

Evolution

44

The Human Body

Stage 1: Cells are viable independent entities that know what to do to maintain internal stability and external equilibrium

Stage 2: Cells bonded together to form group structures called organs.

Stage 3: Organs cooperate with each other to form a higher order entity.

YOU!

45

The New Leadership ParadigmLearning System

More than a Book...

A Leadership Development Learning System for the 21st Century Leader

And also ...

A Manual for Personal Evolutionary Coaching

46

Development as the Evolution of Human Consciousness

Richard Barrett

Development as ...

When Evolution produced Homo Sapiens the arrow of evolution shifted from physical evolution to consciousness evolution.

47

STAGE 1: PERSONAL MASTERYBecoming viable and independent

in your framework of existence

STAGE 2: INTERNAL COHESIONBonding to form a group structure

STAGE 3: EXTERNAL COHESIONCooperating to form a higher order entity

Human Evolution

H u m a n C o n s c i o u s n e s s( W o r l d V i e w s )

Stage 1

Stage 2

Stage 3

S t a g e s o f E v o l u t i o n

Evolu

tion

48

Leading Yourself

If you can’t lead yourself, then you will not be able to lead others

If you can’t lead others, then you will not be able to lead an organisation

If you can’t lead an organisation, then you will not be able to lead a

community or a nation

49

Stages of Leadership Development

Stage 1: Personal Mastery

Overcoming the fears of the Ego to become viable and independent in your framework of existence

Stage 2: Internal Cohesion

Aligning the motivations of the Ego with the Soul (bonding) to become an authentic individual

Stage 3: External Cohesion

Cooperating with other individuals who share the same values and mission to leverage impact

Evolu

tion

Stage 1: Team Mastery

Overcoming the fears of individual Team membersTo minimize cultural entropy

Stage 2:Internal Cohesion

Aligning the motivations of Team members with the mission of the Team for team alignment

Stage 3:External Cohesion

Cooperating with other Teams who share the same values and vision

Stage 1: Personal Mastery

Overcoming the fears of individual Staff members to minimize cultural entropy

Stage 2:Internal Cohesion

Aligning the motivations of Staff members with the vision and values of the Organization

Stage 3:External Cohesion

Cooperating with other Organizations who share the same values and vision

Leading Self Leading a Team Leading an

Organisation

50

Components of the New Leadership Paradigm Learning System

The Book

The Multi-media

Web site The Workbooks

and Journals

51

The Book

A Leadership Development Text Book

for the 21st Century Leader

(530 pages)

Part 1: FundamentalsPart 2: Leading SelfPart 3: Leading OthersPart 4: Leading an OrganisationPart 5: Leading in SocietyPart 6: AnnexesAnnex 1: The Learning SystemAnnex 2: Cultural Transformation ToolsAnnex 3: The Seven Levels of Consciousness

52

The Web Site

A State-of-the-Art, Multi-media, Web site that is

constantly updated based on the feedback of users and as

new articles, videos, books

and other materials become

available www.newleadershipparadigm.com

http://www.newleadershipparadigm.com/

53

The Journals/Workbooks

Leading Self (43 Exercises)

Leading a Team (28 Exercises)

Leading an Organisation (33 Exercises)

Leading in Society (30 Exercises)

54

The Journals/Workbooks

Leading Self

Leading Others

Leading an Organisation Leading in Society

FeedbackLoops

FeedbackLoops

55

Who Will Be Using the Learning System?

• Consultants and Coaches who are supporting the next generation of leaders

• Change agents and OD practitioners who are looking for new, cost effective ways to make leadership training available to large numbers of people in their organizations

• Universities and Business Schools searching for cutting-edge

training materials to support their undergraduate and mature students

• Individuals who want to grow, develop and become all they can become

56

Love, Fear and the Destiny of Nations

57

Love, Fear and the Destiny of Nations

Volume 1: The Impact of the Evolution of

Consciousness on World Affairs

Volume 2: Building Successful

Communities and Nations

Spring 2012 Winter 2012

58

National Values Assessments

Denmark Latvia Sweden Canada

Iceland Bhutan USA Belgium

AustraliaUK North West) BrazilFinland

Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland

59

Stages in the Development of National Consciousness


Economic Stability Prosperity. Health, Defense, Social Safety Nets. Corruption, Greed, Violence

Social StabilityConflict Resolution, Racial Harmony, Rituals. Discrimination, Intolerance

Institutional EffectivenessRule of Law, National Pride, Governmental Efficiency. Bureaucracy, Elitism, Power

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

Strong Cohesive National IdentityTrust, Openness, Transparency, Shared Vision and Values, Fairness.

Strategic Alliances with Other NationsRegional Collaboration, Environmental Awareness, Quality Of Life.

Global SustainabilityHuman Rights, Future Generations, Ecological Resilience.

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

60

Cultural Entropy in Nations

Bhutan 20

08

Denm

ark 20

08

Switzer

land 20

11

Canad

a 200

9

Sweden

2010

UK Nor

th W

est 2

010

South

Afri

ca 20

11

Australi

a 200

9

Finlan

d 2010

Brazil

2010

Belgiu

m 20

10

Latvia

2007

US 2011

Icela

nd 2010

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

6%

21%26%

32% 34%

43% 44%47% 48%

51% 53% 54% 56%

63%

Cultural entropy is a measure of the dysfunction, anxiety and fear in a social system

61

Cultural Entropy Impacts in Nations

Entropy Impact

< 10% Healthy Culture: This is a low and healthy level of cultural entropy.

11%-20% Minor Issues: This level of cultural entropy reflects some degree of dissatisfaction requiring cultural or structural adjustment. It is important to reduce the level of cultural entropy to improve individual and societal well-being.

21%-30% Significant Issues: This level of cultural entropy reflects potential unease and/or social unrest within the population requiring immediate attention. It is important to reduce the level of cultural entropy to improve individual and societal well-being.

31%-40% Serious Issues: This level of cultural entropy reflects unresolved issues among the population that, if left unaddressed, could lead to demonstrations and create conflicts requiring resolution. It is important to reduce the level of cultural entropy to improve individual and societal well-being.

41%+ Critical Issues: This level of cultural entropy reflects endemic issues that could lead to demonstrations, violent disorder and/or major financial disruption indicating a need for change in policy and/or a change in government. It is important to reduce the level of cultural entropy to improve individual and societal well-being.

Cultural Entropy in Nations

62

Iceland

Iceland Economic Collapse 2008

63

Iceland: August 2008 (635)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1


PL= 11-0 | IRS (P)= 6-5-0 | IRS (L)= 0-0-0 PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0 PL= 10-0 | IROS (P)= 3-2-3-2 | IROS (L)= 0-0-0-0

Matches


1. family 420 Level 2

2. honesty 297 Level 5

3. responsibility 258 Level 4

4. accountability 225 Level 4

5. financial stability 185 Level 1

6. trust 181 Level 5

7. friendship 175 Level 2

8. positive attitude 175 Level 5

9. humor/fun 158 Level 5

10. adaptability 155 Level 4

11. respect 155 Level 2

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


1. materialistic (L) 419 Level 1

2. short-term focus (L) 324 Level 1

3. educational opportunities 275 Level 3

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

1. accountability 352 Level 4

2. family 307 Level 2

3. employment opportunities 281 Level 1

4. financial stability 249 Level 1

5. optimism 233 Level 5

6. dependable public services 228 Level 3

7. honesty 222 Level 5

8. social responsibility 174 Level 4

9. human rights 163 Level 7

10. poverty reduction 160 Level 1

Values Plot Copyright 2008 Barrett Values Centre September 2008

The values that are important to citizens in their personal lives.

How citizens experience the country - What is working well? What is undermining the sustainability

of the country.

What citizens

believe is necessary

for the country to achieve its

full potential

2%

2%

0%

10%

17%

8%

24%

7%

8%

23%

0% 20% 40%

1

2

3

4

5

6

7

29%

13%

12%

5%

3%

9%

4%

7%

6%

12%

0% 20% 40%

1

2

3

4

5

6

7

0%

0%

0%

13%

11%

11%

18%

9%

11%

27%

0% 20% 40%

1

2

3

4

5

6

7

Iceland: August 2008 (635)

C

T

S

Values Distribution Copyright 2008 Barrett Values Centre September 2008



CTS = 39-23-38Entropy = 4%

CTS = 17-12-71Entropy = 54%

CTS = 38-27-35Entropy = 0%

Personal Values



65

Iceland: August 2008 (635) Potentially Limiting Values

Potentially Limiting Values (votes)

materialistic (419)

short-term focus (324)

uncertainty about the future (275)

corruption (269)

elitism (264)

wasted resources (207)

gender discrimination (196)

blame (177)

ethnic discrimination (171)

bureaucracy (158)

66

Iceland

Iceland National Assembly 2009/2010

1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers

Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability

67

USA 2009

US Government forced to bail out banks and industry -2007 / 2008

68

USA: Group (1502)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 11-0CC: 0-10DC: 10-0

1. family 691 2(R)

2. caring 657 2(R)

3. honesty 576 5(I)

4. humor/fun 548 5(I)

5. compassion 469 7(R)


7. friendship 407 2(R)

8. respect 392 2(R)


10. independence 359 4(I)

11. patience 359 5(I)



1. corruption (L) 748 1(O)

2. blame (L) 681 2(R)

3. bureaucracy (L) 681 3(O)

4. crime/violence (L) 628 1(R)


567 1(I)

6. wasted resources (L) 552 3(O)

7. materialistic (L) 527 1(I)

8. unemployment (L) 466 1(O)

9. conflict/aggression (L) 426 2(R)

10. poverty (L) 358 1(I)


2. concern for future generations

516 7(S)

3. employment opportunities 497 1(O)

4. caring for the elderly 467 4(S)

5. affordable housing 429 1(O)

6. peace 429 7(S)

7. caring for the disadvantaged 398 4(S)

8. financial stability 368 1(I)

9. quality of life 335 6(I)

10. poverty reduction 325 1(O)

Values Plot Copyright 2009 Barrett Values Centre January 2009

3%

2%

1%

4%

18%

11%

27%

5%

9%

19%

0% 20% 40%

1

2

3

4

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27%

12%

13%

4%

3%

8%

5%

9%

7%

13%

0% 20% 40%

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2%

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2%

11%

6%

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14%

13%

17%

22%

0% 20% 40%

1

2

3

4

5

6

7

USA: Group (1502)

C

T

S

Values Distribution Copyright 2009 Barrett Values Centre January 2009



CTS = 41-19-40Entropy = 6%

CTS = 21-13-66Entropy = 52%

CTS = 44-22-34Entropy = 5%

Personal Values



70

Bhutan

Bhutan prioritise *GNH above GDP(*Gross National Happiness)

Bhutan: Group (403)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 9-1CC: 11-0DC: 10-0


2. continuous learning 160 4(I)


4. caution (L) 122 1(I)

5. sincerity 121 5(I)

6. social justice 118 7(S)

7. self-discipline 102 1(I)

8. optimism 95 5(I)

9. helpfulness 94 2(R)

10. caring 92 2(R)



1. continuous improvement 195 4(O)

2. environmental protection

104 1(O)

3. strict moral/religious codes

104 3(O)

4. political rights 102 3(O)

5. education 100 4(O)

6. nature conservancy 91 6(S)

7. shared vision 90 5(O)

8. information availability 88 3(O)

9. shared values 88 5(O)

10. contentment 87 5(I)


1. education 115 4(O)

2. continuous improvement 113 4(O)

3. freedom of speech 113 4(O)

4. economic growth 107 1(O)


6. contentment 93 5(I)

7. environmental protection 89 1(O)


9. full employment 82 3(O)

10. strict moral/religious codes

82 3(O)

Values Plot Copyright 2009 Barrett Values Centre January 2009

3%

1%

2%

5%

12%

10%

25%

10%

14%

19%

0% 20% 40%

1

2

3

4

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6

7

2%

1%

1%

8%

8%

13%

18%

10%

9%

32%

0% 20% 40%

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2

3

4

5

6

7

2%

1%

1%

8%

8%

12%

17%

10%

11%

31%

0% 20% 40%

1

2

3

4

5

6

7

Bhutan: Group (403)

C

T

S

Values Distribution Copyright 2009 Barrett Values Centre January 2009



CTS = 49-19-32Entropy = 6%

CTS = 37-32-31Entropy = 4%

CTS = 38-31-31Entropy = 4%

Personal Values



73

Canadian National Assessment: Group (1250)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 4-6

DC: 10-0

1. honesty 577 5(I)

2. family 481 2(R)

3. caring 436 2(R)

4. humor/fun 427 5(I)

5. respect 371 2(R)



8. positive attitude 324 5(I)

9. trust 322 5(R)

10. patience 313 5(I)



1. bureaucracy (L) 471 3(O)

2. human rights 444 7(S)

3. freedom of speech 375 4(O)

4. wasted resources (L) 371 3(O)

5. unemployment (L) 304 1(O)

6. crime/violence (L) 299 1(R)

7. law enforcement 284 3(O)

8. corruption (L) 274 1(O)


272 1(I)

10. quality of life 259 6(I)


2. caring for the elderly 461 4(S)

3. affordable housing 450 1(O)

4. effective healthcare 400 1(O)

5. caring for the disadvantaged

377 4(S)

6. concern for future generations

356 7(S)

7. poverty reduction 342 1(O)

8. employment opportunities 337 1(O)

9. human rights 320 7(S)

10. governmental effectiveness

317 3(O)

Values Plot Copyright 2009 Barrett Values Centre May 2009

2%

2%

1%

6%

17%

10%

29%

7%

8%

18%

0% 20% 40%

1

2

3

4

5

6

7

16%

6%

10%

6%

4%

10%

6%

12%

12%

19%

0% 20% 40%

1

2

3

4

5

6

7

2%

1%

2%

14%

5%

12%

12%

15%

15%

23%

0% 20% 40%

1

2

3

4

5

6

7

Canadian National Assessment: Group (1250)

C

T

S

Values Distribution Copyright 2009 Barrett Values Centre May 2009



CTS = 44-18-38Entropy = 5%

CTS = 30-19-51Entropy = 32%

CTS = 42-23-35Entropy = 5%

Personal Values



75

Development as ...

Development as Economic Growth (GNP)

USA, Iceland, Canada

Development as Human Happiness (GNH)

Bhutan

Whatever you focus on and measure is what you get.

76

Cultural Entropy and Fear

At any moment in time:

Cultural Entropy = RF + DNA F + SF + ∑PF

RF = Regime Fear

DNA F = Cultural DNA Fear

SF = Situational Fear

PF = Personal Fear

77

Cultural Fears Defined

There are three types of cultural fear:

a) Regime FearThe fear that is generated in totalitarian or authoritarian regimes that prevents people speaking the truth as they see it, and expressing a voice of dissention.

b) Cultural “DNA” FearThe fear that is based on the historical journey of

an ethnic group that is passed from one generation to the next about meeting its deficiency needs. Power – Distance, Individualism – Collectivism, Masculinity – Femininity, Uncertainty Avoidance

c) Situational FearThe fear that is generated by citizen’s reactions to events that destabilize the internal instability and external disequilibrium of the nation.

78

Personal Fear Defined

Personal fear has two components:

a) Quality of parental upbringingThe level of fear that we learn in our early years within in our family environment about satisfying our deficiency needs.

b) Cultural “DNA” FearThe fear that is based on the historical journey of an ethnic group that is passed from one generation to the next about meeting its deficiency needs.

79

Level of Fear vs. Democracy Index

Democracy Index

Leve

l of

Fea

r

1 2 3 4 5 6 7 8 9 100

50

100

150

200

250

300

350

Authoritarian Regime

Pseudo-Democracy

Electoral Democracy

Liberal Democracy

80

Full Democracies (Liberal Democracies)

Democracy Index

Level of

Fear

8 8.5 9 9.5 100

50

100

150

200

250

300

350

Denmark, Sweden, Norway, Netherlands, Finland, New Zealand, Switzerland, Australia, Canada, Spain, Germany, Ireland, Belgium, Italy, USA, UK, Greece, France, Portugal.

81

Democracy and Fear

The nations with the highest levels of Cultural DNA fear tend to be:

a) Poor—they have a level of per capita income below $10,000 that does not allow people to satisfy their physiological deficiency needs.

b) High Inequality—powerful elites and dominated masses.

c) The people do not feel safe. No Social Safety Nets.

The nations with the lowest levels of Cultural DNA fear tend to be:

a) Rich—they have achieved a level of per capita income that allows people to satisfy their physiological deficiency needs.

b) Egalitarian—the people pay very little attention to race, gender or class

divisions.

c) Social Safety Nets: The people feel cared for and safe—they trust that things will work out and are therefore at ease with uncertainty.

82

The Level of Trust in Democracies

At one end of the democracy continuum we have nations with strong fear-based cultures (pseudo-democracies), and at the other end of the continuum we have nations with high trust-based cultures (liberal democracies). We would expect therefore, to see that the nations with the highest levels of democracy operate with the highest levels of trust.

0 10 20 30 40 50 60 70 800

50

100

150

200

250

300

350

Most People can be trusted (% agreeing)

Level of

Fear

0 10 20 30 40 50 60 70 807.5

8

8.5

9

9.5

10


Dem

ocr

acy

In

dex

83

Trust and Inequality

0 10 20 30 40 50 60 70 80


Inco

me Inequalit

y

Low

Hig

h

People are more likely to trust each other in societies where income inequality is small, and less likely to trust each other where income inequality is large. The highest levels of trust in the world are found in the Nordic nations and the Netherlands.

84

How do we reduce fear and increase trust?

Reducing Cultural Fear

1. Evolve into a liberal democracy. Becoming a democracy begins to reduce the level of “regime” fear.

2. Reduce the level of Cultural DNA Fear by satisfying peoples’ physiological and psychological deficiency needs.

3. Reduce Inequality ... Increase trust

4. Manage and reduce the level of “Situational” fears.

85

How do we reduce fear and increase trust?

Reducing Personal Fear

1. Improve the quality of parenting (minimize learned fears associated with satisfying deficiency needs).

The depth and intensity of our learned personal fears depends on:

a) the level of cultural fear that is transmitted to us through our parents and close relatives, and

b) the psychological evolution of our parents—the level of individuation and self-actualization they have reached. The more individuated and self-actualized they are, the less personal fears we will assimilate during our childhood and teenage years.

86

There comes a moment in the evolution of every society when the complexity of life conditions that are impacting its survival become so overwhelming that it is impossible for any leader, no matter how intelligent, or any political party, no matter how skilled, to fully control the society’s future.

The only way to survive in such situations is to work together with other societies for the good of the whole. This has become a fundamental and urgent requirement on which the well-being of humanity now depends.

Richard Barrett

The Need for Global Governance

87

Stage 1:

Nations become viable and independent democracies

Stage 2:

Nations bond together to form regional group structures... Eg. European Union

Stage 3:

Regional Group Structures cooperate to form a higher order entity – global democratic governance

Getting to Global Governance

88

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