ctt overview

www.valuescentre.com 1www.valuescentre.com

Cultural Transformation ToolsOverview 2010

www.valuescentre.com 2

Internal External

Vision

Mission

The Values Centre Vision and Mission

PartnersTo be a global resource for the evolution of human consciousness

EmployeesTo build a worldwide network of change agents committed to cultural transformation

CustomersTo support leaders in building values-driven organisations

SocietyTo create a values-driven society

Employee fulfillment Commitment Shared Vision Customer satisfaction

Our Values


Global Cultural Transformation Tools (CTT) Network

2,497 CTT consultants & change agents located in 68 countries


Countries with CTT Network Consultants (68)

ArgentinaAustraliaBarbadosBelgiumBotswanaBrazilCanadaChileChinaColombiaCzech RepublicDenmarkDominican RepublicEcuadorEgyptFinlandFrance Germany GhanaGibraltarGreece

Hong KongHungaryIcelandIndiaIndonesiaIsraelItalyJapanKenyaKoreaLatviaLesothoLuxemburgMacedoniaMalaysiaMexicoNamibiaNetherlandsNew ZealandNicaraguaNorwayPanama

PolandPortugalPuerto RicoRussiaSenegalSeychellesSingaporeSloveniaSouth AfricaSpainSurinameSwedenSwitzerlandThailandTrinidad & TobagoTurkeyUkraineU A RUKUSAVenezuelaZimbabwe

CTT Consultants by Region (2497)

990

506

410343

165

6810 4

0

200

400

600

800

1000

1200

Global Distribution of CTT Consultants (2009)


Use of CTT Values Assessments

330,469 people participated in 1,566 values assessments in 2009


Relative Number of Assessments by Industry (2008)


Sample of Clients

ANZ Bank Austin EnergyAveng GroupBanco Itau Banque PopulaireBC HydroBNP Paribas Securities ServicesChina MobileClub 21Deluxe CorporationHalmaHewitt AssociatesIBMING BankJohnson & JohnsonL’Oreal

MarsMcDonald’sNedBankNew LookNorthWestern EnergyNestleOntario PowerPfizerSasol GroupSkandiaTotal PetroleumUnileverVolvoWegmansWestpac


Completed National Assessments

Denmark Latvia Sweden Canada

Iceland Bhutan USA Belgium

AustraliaUK


Customised Values Templates

customer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development

Database includes 2000+ values


Assessments available in 30 languages

AfrikaansBulgarianChinese (2)CzechDanishDutchEnglish (2)French (2)Finnish

FlemishGerman (2)HungarianIcelandicIndonesianItalianJapaneseMacedonianMalay

PolishPortugueseRomanianRussianSlovakianSpanish (2)Swedish

Survey Languages


1. client satisfaction 2. making a difference3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics8. financial stability

1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit

What is culture?

Talent Financial viability

Excellence Ethics Capability


Richard Barrett

Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteem

Self-Actualization

Abraham Maslow Know and

Understand

Needs Consciousness


Cultural Transformation Tools

Assessment instruments for measuring the consciousness and mapping the values of individuals, teams and organisations

• Individual Values Assessment · Team Values Assessment· Cultural Values Assessment · Leadership Values Assessment· Merger and Acquisition Compatibility Assessment· Client Assessment of Corporate Values· Coach’s Values Assessment· School or Classroom Values Assessment· Community or National Values Assessment


The Barrett Seven Levels of Consciousness Model

Self-esteem

Service

Making a Difference

Internal Cohesion

Transformation

Relationship

Survival Physical

Emotional

Mental

Spiritual


Survival Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Personal

HealthFinancial stabilityJob insecurity, Caution

Organisational

ProfitShareholder valueEmployee health/safetyControl, Exploitation

National/Community

Economic stabilityProsperitySafetyCorruption, Poverty

PRIMARY FOCUS: Foundations for Survival


Relationship Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

FamilyFriendshipDemanding, Being liked

Organisational

Customer satisfactionOpen communicationRespectBlame, Manipulation

National/Community

Conflict resolutionRacial harmonyTraditionsDiscrimination, Victimisation

PRIMARY FOCUS: Relationships & Connectivity


Self-esteem Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

Self-confidenceSuccessArrogance, Perfectionism

Organisational

EfficiencyProductivityQualityBureaucracy, Complacency

National/Community

Rule of lawReliable infrastructureGovernment efficiencyWasted resources, Illiteracy

PRIMARY FOCUS: Self-esteem & Performance


Transformation Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

CouragePersonal growthBalance (home/work)

Organisational

InnovationDiversityTeamwork

National/Community

EqualityFreedom of speechAdaptability

PRIMARY FOCUS: Learning & Continuous improvement


Internal Cohesion Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

TrustEnthusiasmCreativity

Organisational

IntegrityCooperationShared vision

National/Community

DialogueTransparencyCapacity for collective action

PRIMARY FOCUS: Alignment & Authenticity


Making a Difference Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

Coaching & MentoringVolunteer work

Organisational

Employee fulfilmentEnvironmental awarenessStrategic alliances

National/Community

Quality of lifeMutually beneficial alliancesLeadership

PRIMARY FOCUS: Collaboration & Partnerships


Service Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Survival

Relationship

Personal

WisdomHumilityCompassion

Organisational

EthicsSocial responsibilityLong-term perspective

National/Community

Social justiceSustainabilityFuture generations

PRIMARY FOCUS: Selfless Service


The Barrett Seven Levels of Organisational Consciousness

Positive Focus / Excessive Focus

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

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

Employee RecognitionLoyalty, 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 Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

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

Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility


Full Spectrum Story

• Level 7 – Ethical behaviour; doing things because it is the right thing to do. Long term perspective and serving the greater good.

• Level 6 – Collaborative working environment, win-win outcomes. Focus on leadership development that makes a difference. Sustainability and environmental awareness.

• Level 5 – Clear vision and the values are lived and demonstrated by the senior team in their decision making. High levels of trust and honesty.

• Level 4 – Staff feeling engaged and empowered. Business is continually improving and developing.

• Level 3 – High performing systems. E.g. Fast mortgage decisions and accurate statements. People feel a sense of pride when they tell others who they work for.

• Level 2 – Satisfied customers and staff. Respectful and open communication.

• Level 1 – Profitable, financially stable, fair prices and pay? Good working conditions.


Full Spectrum Sustainability

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival Profit / Economic stability

Harmonious relationships

Organisational effectiveness

Continuous renewal

Cultural Alignment

Community/Environment

Society


Full Spectrum Organisational Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival Profit

Open communication

Productivity

Accountability

Creativity

Coaching/mentoring

Long-term perspective


CBT Staff (154)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0 PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0 PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 0CC - DC 1PV - DC 1

1. honesty 61 Level 5

2. commitment 60 Level 5

3. humor/fun 53 Level 5

4. reliability 51 Level 3

5. enthusiasm 44 Level 5

6. adaptability 43 Level 4

7. family 37 Level 2

8. integrity 34 Level 5

9. trust 34 Level 5

10. balance (home/work) 32 Level 4

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. cost reduction 76 Level 1

2. bureaucracy (L) 66 Level 3

3. confusion (L) 61 Level 3

4. profit 54 Level 1

5. information hoarding (L) 47 Level 3

6. short-term focus (L) 47 Level 1

7. hierarchical (L) 45 Level 3

8. results orientation 39 Level 3

9. client focus 38 Level 2

10. empire building (L) 36 Level 2

1. client satisfaction 66 Level 2

2. employee fulfillment 65 Level 6

3. continuous improvement 58 Level 4

4. effective communication 56 Level 2

5. teamwork 50 Level 4

6. financial stability 44 Level 1

7. adaptability 42 Level 4

8. client focus 38 Level 2

9. professionalism 35 Level 3

10. vision 35 Level 7

Values Plot Copyright 2008 Barrett Values Centre August 2008


Cost of Limiting Values

• Short-term Focus£3,489,818

• Confusion£3,178,636

• Bureaucracy (unnecessary)£1,799,618

• Empire Building£1,764,682

• Information Hoarding£1,634,045

• Sickness and Leavers £834,225

• Hierarchical £624,327

• Long Hours £187,909

• Total Entropy (potential business value) £13,504,261

Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.

Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.


Aligned Organization – Sterling Bank (979)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

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

Matches

PV - CC 3CC - DC 8PV - DC 2

1. honesty 532 Level 5


3. family/friendship 479 Level 2

4. reliability 387 Level 3


6. friendliness 294 Level 2

7. responsibility 283 Level 4

8. humor/fun 276 Level 5

9. courtesy 263 Level 2

10. trust 255 Level 5

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. customer service 504 Level 6


3. customer satisfaction 476 Level 2

4. community involvement

399 Level 6


6. organizational growth 296 Level 1

7. being the best 285 Level 3



10. friendliness 252 Level 2


2. customer satisfaction 491 Level 2

3. customer service 489 Level 6

4. employee fulfillment 477 Level 6

5. community involvement

430 Level 6




9. being the best 288 Level 3

10. accessibility 274 Level 2

Values Plot Copyright 2008 Barrett Values Centre August 2008


Whole Systems ChangeCultural Evolution


Signature Workshop

Implementing Whole-System

Change

2006


Cultural Evolution – Whole System Change

PersonalityIndividual values and beliefs

CharacterIndividual behaviors

CultureGroup values and beliefs

Social StructuresGroup behaviors

Values Behaviors

Group Cohesion – Capacity for Collective Action

Personal Alignment

Structural Alignment

Values Alignment

Mission Alignment

Individual

Collective

BarrettValues Centre


Values Based Decision Making


Five Modes of Decision Making

Based on past: DNA encoded reaction. Action precedes thought.

Based on past: Learned reaction. Action precedes thought.

Based on past: Considered response. Pause between event and response.

Future orientation. Consciously creating the future.

Based on what wants to emerge.Tap into the collective unconscious

INTUITION

INSTINCTS

SUB CONSCIOUS BELIEFS

CONSCIOUS BELIEFS

VALUES


Background information


Cultural entropy represents the degree of dysfunction in a culture

Cultural Entropy

Entropy Impact

<10% Prime: Healthy Functioning

11-19% Minor Issues: Requiring cultural and/or structural adjustment

20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching

30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development

40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coachingand leadership development