the new leadership paradigm richard barrett and ashley munday
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Presentation to the Presidio University in San Francisco on March 5, 2102.TRANSCRIPT
www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com
The New Leadership Paradigm
Richard Barrett & Ashley MundayMarch 2012
2
A Crisis in Leadership
3
A Crisis in Leadership
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
A Crisis in Leadership
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
A Crisis in Leadership
Bill George, Harvard Business School
An enormous vacuum in leadership exists today—in business, politics, government, education, religion, and nonprofit organisations. 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
A Crisis in Leadership
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 New Leadership Paradigm
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
A New Leadership Paradigm
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
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
15
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 Spring 2013
16
Table of Contents
• Part 1: Human Destiny• 1. Introduction• 2. Universal Patterns of Evolution• 3. Human Patterns of Evolution• 4. Cultural Patterns of Evolution• 5. The Level of Fear in Nations• 6. The Sources and Levels of Cultural Fear• 7. Democracy—Freedom from Fear• 8. Measuring the Culture of a Nation• • Part 2: The Evolution of Democracy • 9. The Role of Democracy in the Evolution of
Human Consciousness• 10. The Journey from Freedom to Trust• 11. Freedom • 12. Equality • 13. Accountability • 14. Fairness • 15. Openness • 16. Transparency • 17. Trust• • Part 3: The Destiny of Nations• 18. The Need for Global Governance• 19. Failure and Hope• 20. Empathy • 21. Compassion• 22. The Way Forward
17
What Evolution can teach us about the New Leadership Paradigm
• Three Universal Principles• Five Characteristics/Strategies• Six Levels of Decision Making
18
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
19
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
20
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
21
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!
22
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
23
Components of the New Leadership Paradigm Learning System
The Book
The Multi-media
Web site The Workbooks
and Journals
24
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
25
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
Leaders as a Coach
Leaders as a Servant
26
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
27
The Journals/Workbooks
Leading Self (43 Exercises)
Leading a Team (28 Exercises)
Leading an Organisation (33 Exercises)
Leading in Society (30 Exercises)
28
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
29
The Good News
30
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,
organisational and national level.
And if you can measure it, you can manage it.
The Good News
Richard Barrett, The New Leadership Paradigm, 2011
31
The Three Mantras of Organisational Performance
32
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 consciousness,
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 Self Leadership
Measure and Map the Values
33
The Leader and the Values
Tom Peters, “In Search of Excellence: Lessons from America’s best run companies”, 1983
The real role of the leader is to manage the values of the corporation.
34
Based on the Four Quadrants of Ken Wilber
Whole System Transformation (Evolution)
Interior Exterior
Individual
Collective
Personality
Values and Beliefs of the
Leaders
Character
Actions and Behaviours
of the Leaders
Culture
Values and Beliefs of theOrganization
Society
Actions and Behaviours of the
Organization
35
Whole System Transformation (Evolution)
Interior Exterior
Individual
Collective
1
3
2
4
When the leaders values
change
The leaders behaviours
change
Thevalues of the organization
change
Behaviours of organization
change
36
Four Conditions for Whole System Change
Interior Exterior
Individual
Collective
Personality: Values and Beliefs of an Individual
Culture: Values and Beliefs of a Group
Social Structures:
Actions and Behaviours
of a Group
Character: Actions and
Behavioursof an
IndividualMis
sio
n A
lign
men
tValu
es A
lig
nm
en
t
Structural Alignment
Personal Alignment
The Four Conditions for Whole System Change
37
Four Conditions for Whole System ChangeMeasuring Entropy, Alignment and Resonance
Valu
es
Alig
nm
ent
Missio
n A
lignm
ent
Whole System Transformation
Personal Alignment
Structural Alignment
Cultural Entropy Lack of personal alignment and structural alignment creates personal entropy and cultural entropy
1
Values Alignmentcreates internal cohesion
2
Mission Alignment and shared purpose creates resonance
3
Employee Engagement
Entropy is the degree of dysfunction in a system (lack of cohesion, order, and structure). The amount of energy that is unavailable for useful work.
High entropy leads to low employee engagement. Low entropy leads to high employee engagement.
38
Cultural Evolution Begins with Personal Evolution
The culture ofan organisationis a reflectionof the leadership consciousness.
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
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
CVA Current Culture
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Cultural Entropy 38% Personal Entropy 64%
Culture Values Leader’s Values
39
continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
ambitious 9 Level 3
making a difference 8 Level 6
results orientation 8 Level 3
honesty 7 Level 5
integrity 7 Level 5
intuition 7 Level 6
leadership developer 7 Level 6
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
LV A Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7% Personal Entropy 9%
Culture Values Leader’s Values
The culture ofan organisationis a reflectionof the leadership consciousness.
40
Impact of Personal Entropy
Personal entropy represents the degree of dysfunction of an individual
Entropy Impact
0 -6% Healthy: Authentic individual. Decision-making not driven by fears.
7-10% Minor Issues: Requiring leaders to examine how their behaviours and actions are affecting people around them, their decision-making processes or their degree of work/life balance.
11-15% Significant Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals.
16-20% Serious Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals.
21%+ Critical Issues: Requiring leaders to examine how their behaviours might be compromising their personal integrity and their ability to inspire and lead the people around them.
41
Impact of Cultural Entropy
Cultural entropy represents the degree of dysfunction in a culture
Entropy Impact
0 -10% Healthy: This is a low and healthy level of cultural entropy.
11-20% Minor Issues: This level of cultural entropy reflects issues requiring cultural or structural adjustment.
21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and structural transformation and leadership coaching.
31-40% Serious Issues: This level of entropy reflects serious problems requiring cultural and structural transformation, leadership development and coaching.
41%+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural transformation, selective changes in leadership, leadership development and coaching.
42
Average Entropy in Organisations (2007-2011)
Total CVAs: 1,011Industries: 40Countries: 36
43
Values Alignment vs. Entropy Band
0-10% 11-20% 21-30% 31-40% >40%0
1
2
3
4
5
Entropy
Number of matching top ten Current and Desired Culture Values
44
Low entropy
High entropy
45
Models and Tools for Personal and Cultural Transformation
19981995 2006
Personal Growth and
Transformation
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
2012
The Values-Driven
Organisation
An update of Liberating the
Corporate Soul and Building a Values-
Driven Organisation
With New Research and a focus on
Conscious Capitalism
46
Organisational (Cultural) Values Assessments
47
What is Culture?
“The way things are done around here”
The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group and the legacy of past leaders.
48
What are Values?
Values - A shorthand method of describing our individual and collective motivations and what is important to us.
Values can be positive or potentially limiting.
Positive Values: trust, creativity, passion, honesty, integrity, clarity
Potentially Limiting Values: power, blame, greed, status, being liked
49
Exercise: Values, Beliefs and Behaviours
This exercise takes about 15 minutes
1. Choose 3 values that are important to you and enter them in the left hand column of the worksheet
EXAMPLE: Clarity
2. Write down your beliefs that support this value in middle column
EXAMPLE: Clarity bring focus to decision making
3. Write down the behaviours you exhibit that support this value
EXAMPLE: Seek many opinions, synthesize multiple data points to understand the big picture
50
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
51
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
52
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.
53
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
54
Positive Focus / Excessive Focus
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
55
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
56
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
57
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)
8. accountability 71 4(R)
9. blame (L) 71 2(R)
10. corporate image 64 3(O)
1. accountability 180 4(R)
2. customer satisfaction
147 2(O)
3. continuous improvement
143 4(O)
4. employee development 111 4(O)
5. employee recognition 96 2(R)
6. commitment 95 5(I)
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
Current Culture Values
Desired Culture Values
Total number of votes for all
values at each level
Cultural Entropy % of Votes for Limiting Values
Common Good
Transformation
Self Interest
59
Nedbank, South Africa: An Example of Cultural Evolution
60
Nedbank and CTT
61
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
62
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
63
Nedbank: Group (2011)
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)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2CC - DC 6PV - DC 4
Health Index (PL)
PV: 10-0CC: 10-0DC: 10-0
1. accountability 8576 4(R)
2. honesty 6133 5(I)
3. commitment 5221 5(I)
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)
9. responsibility 3279 4(I)
10. efficiency 3085 3(I)
1. accountability 5464 4(R)
2. client-driven 4571 6(O)
3. client satisfaction 3486 2(O)
4. brand reputation 2740 3(O)
5. achievement 2491 3(I)
6. teamwork 2408 4(R)
7. environmental awareness
2372 6(S)
8. commitment 2263 5(I)
9. being the best 2218 3(O)
10. cost-consciousness 2187 3(O)
1. accountability 6987 4(R)
2. balance (home/work) 4183 4(O)
3. client-driven 3864 6(O)
4. client satisfaction 3742 2(O)
5. employee recognition 3297 2(R)
6. honesty 3053 5(I)
7. commitment 2953 5(I)
8. achievement 2809 3(I)
9. teamwork 2744 4(R)
10. employee satisfaction 2687 2(O)
Values Plot Copyright 2011 Barrett Values Centre April 2011
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
64
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
65
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
66
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
67
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
68
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
69
National and Regional Values Assessments
70
National Values Assessments
Denmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
AustraliaUK North West) BrazilFinland
Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland
71
Stages in the Development of National Consciousness
Positive Focus / Excessive Focus
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
72
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
73
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.
74
Iceland
Iceland Economic Collapse 2008
75
Iceland: August 2008 (635)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
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
PV - CC 0CC - DC 0PV - DC 4
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
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
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
76
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
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 39-23-38Entropy = 4%
CTS = 17-12-71Entropy = 54%
CTS = 38-27-35Entropy = 0%
Personal Values
Current Culture Values
Desired Culture Values
77
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)
78
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
79
USA 2009
US Government forced to bail out banks and industry -2007 / 2008
80
USA: Group (1502)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-3-4-0 IROS (P)= 2-1-3-4 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 0PV - DC 1
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)
6. responsibility 461 4(I)
7. friendship 407 2(R)
8. respect 392 2(R)
9. accountability 388 4(R)
10. independence 359 4(I)
11. patience 359 5(I)
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. corruption (L) 748 1(O)
2. blame (L) 681 2(R)
3. bureaucracy (L) 681 3(O)
4. crime/violence (L) 628 1(R)
5. uncertainty about the future (L)
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)
1. accountability 703 4(R)
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
81
3%
2%
1%
4%
18%
11%
27%
5%
9%
19%
0% 20% 40%
1
2
3
4
5
6
7
27%
12%
13%
4%
3%
8%
5%
9%
7%
13%
0% 20% 40%
1
2
3
4
5
6
7
2%
1%
2%
11%
6%
12%
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
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 41-19-40Entropy = 6%
CTS = 21-13-66Entropy = 52%
CTS = 44-22-34Entropy = 5%
Personal Values
Current Culture Values
Desired Culture Values
82
Bhutan
Bhutan prioritise *GNH above GDP(*Gross National Happiness)
83
Bhutan: Group (403)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-4-1 | IRS (L)= 1-0-0 IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0
Matches
PV - CC 1CC - DC 6PV - DC 2
Health Index (PL)
PV: 9-1CC: 11-0DC: 10-0
1. friendship 180 2(R)
2. continuous learning 160 4(I)
3. compassion 128 7(R)
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)
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 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)
11. social justice 87 4(S)
1. education 115 4(O)
2. continuous improvement 113 4(O)
3. freedom of speech 113 4(O)
4. economic growth 107 1(O)
5. social justice 100 4(S)
6. contentment 93 5(I)
7. environmental protection 89 1(O)
8. compassion 83 7(R)
9. full employment 82 3(O)
10. strict moral/religious codes
82 3(O)
Values Plot Copyright 2009 Barrett Values Centre January 2009
84
3%
1%
2%
5%
12%
10%
25%
10%
14%
19%
0% 20% 40%
1
2
3
4
5
6
7
2%
1%
1%
8%
8%
13%
18%
10%
9%
32%
0% 20% 40%
1
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
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 49-19-32Entropy = 6%
CTS = 37-32-31Entropy = 4%
CTS = 38-31-31Entropy = 4%
Personal Values
Current Culture Values
Desired Culture Values
85
Canadian National Assessment: Group (1250)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-0-2-1 | IROS (L)= 1-1-4-0 IROS (P)= 0-1-5-4 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 1PV - DC 0
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)
6. friendship 360 2(R)
7. responsibility 353 4(I)
8. positive attitude 324 5(I)
9. trust 322 5(R)
10. patience 313 5(I)
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. 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)
9. uncertainty about the future (L)
272 1(I)
10. quality of life 259 6(I)
1. accountability 511 4(R)
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
86
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
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 44-18-38Entropy = 5%
CTS = 30-19-51Entropy = 32%
CTS = 42-23-35Entropy = 5%
Personal Values
Current Culture Values
Desired Culture Values