measuring well being at work (version 2)

Measuring Well-Being at WorkRichard Barrett

Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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MY SPEECH TODAY

HOW TO CREATE A VALUES-DRIVEN CULTURE

WHO AM I?


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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.


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… powerful metrics to support leaders in building values-

driven organizations and values-driven

societies.

provides …

Phil Clothier, CEO of Barrett Values Centre.


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Key Stats:Founder: Richard BarrettSince: 1997Scale: Over 6000 organisations use CTT assessments in 94 countiesValues Assessments for:Individuals, Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and NationsGlobal Network: Over 5,000 Certified Practitioners and Consultants

Supporting Leaders in Building Values-Driven Organisations


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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

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

These are the books I will be referring to in this presentation.

2013 2014


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What the reviewers are saying:

“Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frameworks 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.


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What the reviewers are saying:This is not a book about coaching per se, it is about the framework of human development that coaches need to be familiar with to facilitate the full emergence of their client’s potential.“I rarely do reviews, but This one blows everything out of the park. It provides a frighteningly accurate and scientifically grounded framework that explains the entire process of human consciousness development, with practical tools especially for coaches. Coaching aside, Every human being needs to read this. Period.” Pang on Amazon.co.uk


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MY SPEECH TODAY


MEASURING WELL-BEING AT WORK


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What prevents us from finding well-being at work?

Our own lack of internal alignment—ego soul dynamics. Issues we have with regard to our unmet survival, relationship and self-esteem needs, and

The culture of the organization

The character and behaviour of our boss


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If you want to know about ego-soul dynamics …

“A brilliant synthesis of the psychology of the future.” John Gray, author of Men Are From Mars, Women Are From Venus

“Richard’s brilliant book redefines the meaning of well-being for the 21st century. A must read!” Patricia Aburdene, author of Megatrends 2010: The Rise of Conscious Capitalism and Conscious Money.

“A brilliant book that will challenge your understanding of who you are and the world in which you live. Highly recommended.” John Mackey, co-Founder and co-CEO, Whole Foods Market.

Publication Date: August 2016


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What prevents us from finding well-being at work?

I am going to focus on these two in this presentation:

The culture of the organization

The character and behaviour of our boss


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MY SPEECH TODAY


MEASURING CULTURAL WELL-BEING IN AN ORGANIZATION


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Cultural Well-Being Indicator for OrganizationsLevels of Well-being

Service to Humanity and the PlanetSocial Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility.

Strategic Alliances and PartnershipsEnvironmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.

Building Internal CommunityShared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency.

Continuous Renewal and LearningAccountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth.

High PerformanceSystems, Processes, Quality, Best Practices, Achievement, Pride in Performance.

Harmonious RelationshipsLoyalty, Open Communication, Customer Satisfaction, Collegiality, Friendship, Harmony.

Financial StabilityFinancial Stability, Shareholder Value, Organisational Growth, Employee Health, Safety.

`


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Cultural Well-Being Indicator

Higher is only better if all the previous levels have positive values indicators.

Well-Being Inhibitors

The presence of limiting values at the financial stability, harmonious relationships and high performance levels can lower the overall level of cultural well-being in an organization.


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Cultural Well-Being Inhibitors

Well-being Inhibitors

High PerformanceBureaucracy, Hierarchy, Complacency, Arrogance, Confusion, Power-seeking, Silo Mentality

Harmonious RelationshipsBlame, Manipulation, Internal Competition, Empire Building, Internal Politics.

Financial StabilityControl, Micro-management, Greed, Demanding, Exploitation, Job Insecurity, Short-term focus

`


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1. Customer satisfaction2. Making a difference

3. Commitment4. Employee fulfilment

5. Continuous improvement6. Humour/fun7. Shared vision

8. Customer collaboration9. Balance (home/work)

10. Teamwork

CULTURAL WELL-BEING OF ORGANIZATION “A”

`

Top ten current culture values

Cultural Entropy = 7%


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CULTURAL WELL-BEING OF ORGANIZATION “B”

`

1. Long hours(L)2. Confusion (L)

3. Short-term focus (L)4. Blame (L)

5. Information hoarding (L)6. Manipulation (L)

7. Hierarchy (L)8. Results orientation

9. Bureaucracy (L)10. Quality

Top ten current culture values

Cultural Entropy = 47%


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Customer satisfactionMaking a difference

CommitmentEmployee fulfilment

Continuous improvementHumour/funShared vision

Customer collaborationBalance (home/work)

Teamwork

ORGANIZATION “A”

Long hours(L)Confusion (L)

Short-term focus (L)Blame (L)

Information hoarding (L)Manipulation (L)

Hierarchy (L)Results orientation

Bureaucracy (L)Quality

ORGANIZATION “B”

High Well-being and Low

Cultural Entropy

7%

Low Well-being and High Cultural Entropy

47%

WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN

Stress InducingValues

No Stress

InducingValues


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MY SPEECH TODAY


FULL CULTURAL VALUES ASSESSMENT RESULTS FOR ORGANIZATIONS

“A” AND “B”

Organization “A” (19 people)

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 = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Matches

PV - CC 4CC - 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)

7654321

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

Organization “A” (19 people)

Personal Values

Values DistributionCopyright 2015 Barrett Values Centre

Positive ValuesPotentially Limiting Values

Current Culture Values

Desired Culture Values

C

T

S 2

1

3

4

5

6

7

C = Common GoodT = TransformationS = Self-Interest

1

2

3

4

5

6

7

0% 20% 40% 60%

0%

0%

0%

5%

14%

9%

21%

25%

17%

9%

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

0%

5%

6%

10%

4%

20%

28%

24%

1%

1

2

3

4

5

6

7

0% 20% 40% 60%

0%

0%

0%

5%

9%

10%

27%

23%

22%

4%

CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24Cultural Entropy = 0%

Cultural Entropy = 7%Cultural Entropy = 0%

Low level of Cultural Entropy = High level of

Employee Engagement

26%

46%

28%

25%

48%

27%

26%

50%

24%

Organization “B” (35 people)

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 = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Matches

PV - CC 0CC - 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)

7654321

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

Organization “B” (35 people)

Personal Values

Values DistributionCopyright 2016 Barrett Values Centre


Current Culture Values

Desired Culture Values

C

T

S 2

1

3

4

5

6

7

C = Common GoodT = TransformationS = Self-Interest

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

0%

0%

6%

10%

13%

21%

36%

7%

5%

1

2

3

4

5

6

7

0% 20% 40% 60%

11%

11%

25%

6%

6%

11%

16%

7%

5%

2%

1

2

3

4

5

6

7

0% 20% 40% 60%

2%

0%

0%

3%

10%

18%

32%

23%

9%

3%

CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33Cultural Entropy = 2% Cultural Entropy = 47% Cultural Entropy = 2%

High level of Cultural Entropy

= Low level of Employee

Engagement


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MY SPEECH TODAY


WHAT IS CULTURAL ENTROPY?


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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 and cause employees to experience stress.


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Cultural entropy significantly impacts employee engagement.

0% 5% 10% 15% 20% 25% 30%25%

35%

45%

55%

65%

75%

85%

Cultural Entropy

Empl

oyee

Eng

agem

ent

Low Entropy = High Engagement

High Entropy = Low Engagement

Cultural Entropy and Employee Engagement


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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


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

How Does Cultural Entropy Arise?


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MY SPEECH TODAY


MEASURING PERSONAL ENTROPY OF THE LEADERS


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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 the lack of personal well-being and personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.

Personal Well-being Indicator Levels of Well-being

Service to Humanity and the PlanetCompassion, Humility, Forgiveness, Ethics, Future Generations, Wisdom, Ease with Uncertainty.

Making a Difference in the CommunityActualising Meaning, Collaboration, Intuition, Mentoring, Empathy, Community Involvement.

Finding Meaning in ExistenceIntegrity, Authenticity, Creativity, Passion, Honesty, Trust, Fairness, Generosity, Humour/fun.

Continuous Growth and DevelopmentAdaptability, Continuous Improvement, Courage, Autonomy, Independence, Freedom.

Building a Sense of Self WorthPride in Self, Self-Reliant, Positive Self-image, Being the best, achievement, recognition.

Harmonious RelationshipsFamily, Friendship, Belonging, Caring, Open Communication, Listening.

Physical Survival and SafetyHealth, Nutrition, Financial Stability, Self-Discipline, Job security, Wealth.

`


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Personal Well-Being Indicator

Each level corresponds to a separate stage of psychological development. See Annex.

Higher is only better if all the previous levels have been mastered—have positive values indicators.


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Personal Well-Being Inhibitors

The presence of limiting values at the survival, relationships and self-worth levels can lower the overall level of personal well-being.


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Personal Well-Being Inhibitors

Well-being Inhibitors

Building a Sense of Self-worth Complacency, Arrogance, Image, Power-seeking, Status-seeking, Boasting, Lack of Confidence.

Harmonious RelationshipsBlame, Being Liked, Manipulation, Jealousy, Neediness, Relationship insecurity, Demanding.

Physical Survival and SafetyControl, Caution, Risk-averse, Greed, Job Insecurity, Short-term focus, Impatience.

`


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PERSONAL WELL-BEING OF LEADER “A”

`

Top ten values based on Feedback from collaborators

Personal Entropy = 8%

1. Vision2. Appreciative3. Enthusiasm

4. Making a difference5. Global perspective

6. Accessible 7. Authentic

8. Balance home/work 9. Experience10. Wisdom


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PERSONAL WELL-BEING OF LEADER “B”

`1. Long hours(L)2. Confusion (L)

3. Short-term focus (L)4. Blame (L)

5. Information hoarding (L)6. Manipulation (L)

7. Hierarchy (L)8. Results orientation

9. Bureaucracy (L)10. Quality

Personal Entropy = 27%

Top ten values based on Feedback from collaborators


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VisionAppreciativeEnthusiasm

Making a differenceGlobal perspective

Accessible Authentic

Balance home/work Experience

Wisdom

LEADER “A”

Long hours(L)Quality conscious

Drive and determinationAmbitious

Commitment Cautious (L)

Reliable Achievement Demanding (L)

Internally competitive (L)

LEADER “B”

Personal Entropy

8%

Personal Entropy

27%

WHICH LEADER WOULD BE THE LEAST STRESSFUL TO WORK FOR


No Stress

InducingValues


45

What Low Entropy Leaders Focus on …

Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010)

Commitment Controlling (L)Ambitious Results orientationDemanding (L)ExperienceGoals orientationAuthoritarian (L)Humor/fun Power (L)

Commitment Positive attitude Accessible Teamwork Trustworthy Integrity AccountabilityCustomer satisfactionEnthusiasm Fairness

Low Entropy Leaders (0-6%)

High Entropy Leaders (21%+)

Values that address employees needs and create internal cohesion

Internal Cohesion

Focus

Self- EsteemFocus



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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

continuous learning 11 Level 4generosity 11 Level 5commitment 10 Level 5positive attitude 10 Level 5vision 10 Level 7ambitious 9 Level 3making a difference 8 Level 6results orientation 8 Level 3honesty 7 Level 5integrity 7 Level 5intuition 7 Level 6leadership developer 7 Level 6

1. customer satisfaction 16 Level 22. commitment 11 Level 53. continuous learning 11 Level 44. making a difference 11 Level 65. global perspective 9 Level 36. mentoring 9 Level 67. enthusiasm 8 Level 58. leadership development 8 Level 69. integrity 7 Level 510. open communication 7 Level 211. optimism 7 Level 512. shared values 7 Level 5

Low Personal Entropy of Leader Creates Low Cultural Entropy Organization

Cultural Entropy 7%Personal Entropy 9%

Cultural ValuesLeader’s Values

The culture ofan organisationis a reflectionof 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 ofan organisationis a reflectionof leadership consciousness.

LV A Feedback 14 Assessors

PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0

High Personal Entropy of Leader Creates High Cultural Entropy Organization

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%

Cultural ValuesLeader’s Values


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How to Measure Personal Entropy?

LEADER’S VALUESWhich of the following values/behaviours most reflect how you operate? Pick ten.

ASSESSOR’S OBSERVED VALUES OF LEADERWhich 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’s Perspective Observed Values by Assessors7654321

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=PositiveL=Potentially Limiting (white circle)

I=IndividualR=RelationshipO=OrganisationalS=Societal

Entropy = 27%

1

2

3

4

5

6

7

0% 20% 40% 60%

10%

50%

30%

10%

CTS = 40-50-10Entropy = 10%

CTS = 20-20-60

Entropy = 27%

Leader’s perspective

High Entropy Leader (20 Assessors)


Observed Values by Assessors

C

T

S

C=Common GoodT=TransformationS=Self-Interest

1

2

3

4

5

6

7

0% 20% 40% 60%

9%

8%

10%

1%

7%

25%

20%

12%

5%

3%

1

2

3

4

5

6

7


52

MY SPEECH TODAY


MEASURING WELL BEING AT WORK

CULTURAL TRANSFORMATION TOOLS


53

Cultural Well-being and Cultural Entropy

CULTURAL TRANSFORMATION TOOLS FOR ORGANIZATIONS

Cultural Values AssessmentCultural Evolution ReportEspoused Values Analysis

Small Group (Team) AssessmentMerger/Compatibility ReportCustomer Values Assessment


54

Individual Well-being and Personal Entropy

CULTURAL TRANSFORMATION TOOLS FOR INDIVIDUALS

Self AssessmentPersonal Values Assessment

Individual Values Assessment

Feedback AssessmentIndividual Development ReportLeadership Development ReportLeadership Values Assessment

How aligned I am with my work place

culture.

Measures personal entropy.


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Cultural 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.


56

For more information:

Go to: www.valuescentre.com or www.richardbarrett.net

Contact Me: [email protected]

http://www.valuescentre.com/

http://www.richardbarrett.net/

mailto:[email protected]


57

MY SPEECH TODAY


ANNEX

STAGES OF PSYCHOLOGICAL DEVELOPMENT


58

A personal journeyEvery person is on an evolutionary journey of psychological development.

Surviving

Conforming

Differentiating

Individuating

Self-actualizing

Integrating

Serving


59

Stages, Levels and World Views

We grow in stages of psychological development

We operate at levels of consciousness

We live inside (are embedded in) cultural world views


60

Levels of Consciousness

All things being normal, the level of consciousness we operate from will

correspond to the stage of psychological development

we have reached.


61

Stages and LevelsStages Levels of ConsciousnessServing SERVICE

Integrating MAKING A DIFFERENCE

Self-actualising INTERNAL COHESION

Individuating TRANSFORMATION

Differentiating SELF-ESTEEM

Conforming RELATIONSHIP

Surviving SURVIVAL Evol

ution

of P

erso

nal C

onsc

ious

ness


62

Stages of Psychological Development

Surviving


63


INFANCY 0-2 Years Old

Staying alive! LEARNING TO CONTROL

Ability to get basic physiological needs met.

Surviving

Stage Motivation


64


Conforming


65


Conforming

Stage Motivation

CHILDHOOD 3-7 Years Old

Keeping safe and secure!LEARNING TO BE LOVED

Ability to feel accepted and sense of belonging.


66


Differentiating


67


Differentiating

Stage Motivation

TEENAGER +8-24Years Old

Distinguishing yourself!LEARNING TO BE RECOGNIZED

Ability to feel respected and recognized by others.


68


INDIVIDUATING


69


INDIVIDUATING

Stage Motivation

YOUNG ADULT25-39 Years Old

Releasing your fears!ACCOUNTABILITY

Finding freedom and autonomy to understand

who you really are.


70


SELF-ACTUALIZING


71


SELF-ACTUALIZING

Stage Motivation

ADULTHOOD40-49 Years Old

Becoming who you are!SELF-EXPRESSION

Ability to satisfy your desire for meaning

and purpose.


72


INTEGRATING


73


INTEGRATING

Stage Motivation

MATURE ADULT50-59 Years OldAligning with others!

CONNECTIONAbility to satisfy the desire

to make a difference in your world.


74


SERVING


75


SERVINGStage Motivation

SENIOR60+ Years Old

Finding fulfilment! CONTRIBUTION

Ability to satisfy your desire to serve the

greater good.


76

MY SPEECH TODAY


UNDERSTANDING EGO-SOUL DYNAMICS


77


Ego Development

Ego-Soul Alignment

Soul Emergence

SURVIVING

CONFORMING

DIFFERENTIATING

INDIVIDUATING

SELF-ACTUALIZING

INTEGRATING

SERVING

PSYC

HOLO

GICA

L DE

VELO

PMEN

T


78

Mastering surviving prepares you for Self-actualizing

Individuating

Integrating

Differentiating

Conforming

Surviving

Stages of Development

Serving

Self-actualizing

SOUL

EGO

ControlIf you have fears about surviving

you will not be able to self-express

Self-expressionEGO-SOUL ALIGNMENT

No existential fears


79

Mastering conforming prepares you for Integrating

SOUL

EGO

BelongingIf you have fears about being accepted

you will not be able to connect

ConnectingIndividuating

Integrating

Differentiating

Conforming

Surviving


Serving

Self-actualizing

SOUL

EGO

EGO-SOUL ALIGNMENT


80

Mastering differentiating prepares you for Serving

SOUL

EGO

RecognitionIf you have fears about your self-worth

you will not be able to contribute

ContributingIndividuating

Integrating

Differentiating

Conforming

Surviving


Serving

Self-actualizing

SOUL

EGO

EGO-SOUL ALIGNMENT


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A failure to master to ego stages of development results in mental and

physical disorders when you reach the soul stages of activation.