Barrett Values Centre - Cultural Transformation Tools Overview

1. Cultural Transformation Tools Overview 2010

2. Internal External Vision Mission The Values Centre Vision and Mission Society To create a values-driven society Partners To be a global resource for the evolution of human consciousness Employees To build a worldwide network of change agents committed to cultural transformation Customers To support leaders in building values-driven organisations Employee fulfillment Commitment Shared Vision Customer satisfaction Our Values

3. Global Cultural Transformation Tools (CTT) Network 2,497 CTT consultants & change agents located in 68 countries

4. Global Distribution of CTT Consultants (2009) Countries with CTT Network Consultants (68) CTT Consultants by Region (2497)

5. Use of CTT Values Assessments 330,469 people participated in 1,566 values assessments in 2009

6. Relative Number of Assessments by Industry (2008)

7. Sample of Clients ANZ Bank Austin EnergyAveng Group Banco Itau Banque Populaire BC Hydro BNP Paribas Securities ServicesChina Mobile Club 21 Deluxe CorporationHalma Hewitt Associates IBM ING Bank Johnson & JohnsonL’Oreal MarsMcDonald’s NedBank New Look NorthWestern Energy Nestle Ontario Power Pfizer Sasol Group Skandia Total Petroleum Unilever Volvo Wegmans Westpac

8. Completed National Assessments Denmark Latvia Canada Sweden Iceland Bhutan USA Belgium Australia UK

9. 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 balance 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 balance 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 balance customer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development Database includes 2000+ values

10. Survey Languages Assessments available in 30 languages

11. 1. client satisfaction 2. making a difference 3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics 8. financial stability 1. blame L 2. short term focus L 3. internal competition L 4. buck passing L 5. risk averse L 6. customer satisfaction 7. information hoarding L 8. profit What is culture? Talent Financial viability Excellence Ethics Capability

12. Maslow’s Needs to Barrett’s Consciousness Self-Actualization Know and Understand Know and Understand Richard Barrett Abraham Maslow Self-esteem Love & Belonging Safety Physiological Needs Consciousness

14. Team Values Assessment

15. Cultural Values Assessment

16. Leadership Values Assessment

17. Merger and Acquisition Compatibility Assessment

18. Client Assessment of Corporate Values

19. Coach’s Values Assessment

20. School or Classroom Values Assessment

22. Survival Consciousness PRIMARY FOCUS: Foundations for Survival Personal Health Financial stability Job insecurity, Caution Organisational Profit Shareholder value Employee health/safety Control, Exploitation National/Community Economic stability Prosperity Safety Corruption, Poverty Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival

23. Relationship Consciousness PRIMARY FOCUS: Relationships & Connectivity Personal Family Friendship Demanding, Being liked Organisational Customer satisfaction Open communication Respect Blame, Manipulation National/Community Conflict resolution Racial harmony Traditions Discrimination, Victimisation Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival

24. Self-esteem Consciousness PRIMARY FOCUS: Self-esteem & Performance Personal Self-confidence Success Arrogance, Perfectionism Organisational Efficiency Productivity Quality Bureaucracy, Complacency National/Community Rule of law Reliable infrastructure Government efficiency Wasted resources, Illiteracy Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival

25. Transformation Consciousness PRIMARY FOCUS: Learning & Continuous improvement Service Personal Courage Personal growth Balance (home/work) Organisational Innovation Diversity Teamwork National/Community Equality Freedom of speech Adaptability Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival

26. Internal Cohesion Consciousness PRIMARY FOCUS: Alignment & Authenticity Service Personal Trust Enthusiasm Creativity Organisational Integrity Cooperation Shared vision National/Community Dialogue Transparency Capacity for collective action Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival

27. Making a Difference Consciousness PRIMARY FOCUS: Collaboration & Partnerships Service Personal Coaching & Mentoring Volunteer work Organisational Employee fulfilment Environmental awareness Strategic alliances National/Community Quality of life Mutually beneficial alliances Leadership Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival

28. Service Consciousness PRIMARY FOCUS: Selfless Service Service Personal Wisdom Humility Compassion Organisational Ethics Social responsibility Long-term perspective National/Community Social justice Sustainability Future generations Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival

29. The Barrett Seven Levels of Organisational Consciousness Positive Focus / Excessive Focus Service To Humanity and the Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility Service Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfilment, coaching/mentoring Making a Difference Building Internal Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Internal Cohesion Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth Transformation High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Self-esteem Employee Recognition Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame Relationship Financial Stability Shareholder value, organisational growth, employee health, safety. Control, corruption, greed Survival

30. 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.

31. Full Spectrum Sustainability Society Service Community/Environment Making a Difference Cultural Alignment Internal Cohesion Continuous renewal Transformation Organisational effectiveness Self-esteem Harmonious relationships Relationship Profit / Economic stability Survival

32. Full Spectrum Organisational Consciousness Long-term perspective Service Coaching/mentoring Making a Difference Creativity Internal Cohesion Accountability Transformation Productivity Self-esteem Open communication Relationship Profit Survival

33. CBT Staff (154) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 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 0 CC - DC 1 PV - DC 1 Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2008 Barrett Values Centre August 2008

35. 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.

36. Aligned Organization – Sterling Bank (979) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 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 3 CC - DC 8 PV - DC 2 Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2008 Barrett Values Centre August 2008

37. Whole Systems ChangeCultural Evolution

38. Signature Workshop 2006 Implementing Whole-System Change

39. Cultural Evolution – Whole System Change Values Behaviors Personality Individual values and beliefs Character Individual behaviors Individual Personal Alignment Values Alignment Mission Alignment Collective Structural Alignment Barrett Values Centre Culture Group values and beliefs Social Structures Group behaviors Group Cohesion – Capacity for Collective Action

40. Values Based Decision Making

41. Five Modes of Decision Making Based on what wants to emerge. Tap into the collective unconscious INTUITION Future orientation. Consciously creating the future. VALUES Based on past: Considered response. Pause between event and response. CONSCIOUS BELIEFS Based on past: Learned reaction. Action precedes thought. SUB CONSCIOUS BELIEFS Based on past: DNA encoded reaction. Action precedes thought. INSTINCTS

42. Background information

43. Cultural entropy represents the degree of dysfunction in a culture Cultural Entropy