Post on 06-May-2015
www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com
The Road to Conscious Sustainability
BCSD Portugal – October 2011phil@valuescentre.com
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The answer is unity…..
What is the question?
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Egypt
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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.
Richard Barrett: The New Leadership Paradigm, 2011
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Goods that are really Good
Services that truly Serve
8John Elkington
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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?
Employees& customers
Financial viability
Excellence Ethics Resilience
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The Sustainability Challenge
“For the first time in history we have the possibility of making the
evolution of human consciousness conscious.
Because we can measure it, we can manage it.”
Richard Barrett
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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
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Survey Questions
1) Personal ValuesPlease select ten of the following values/behaviours that most reflect who you are, not who you desire to become.
2) Current Culture ValuesPlease select ten of the following values/behaviours that most reflect how your organisation currently operates.
3) Desired Culture ValuesPlease select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.
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Story of a full spectrum organisation
Service to humanity and societal contribution
External collaboration, community involvement
Sense of purpose & strong internal community
Ongoing improvement and employee participation
High performance systems, high quality output
Positive relationships that support company needs
Financial viability and employee safety
Level 4
Level 1
Level 7
Level 6
Level 5
Level 3
Level 2
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7 Levels & Sustainability
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival Profit - Economic stability
Harmonious relationships
Organisational effectiveness
Continuous renewal
Cultural Alignment
Planet - Environment
People - Society
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Cultural Sustainability
1. long hours (L)2. being the best3. cost reduction (L)4. poor communication (L)5. client collaboration6. bureaucracy (L)7. confusion (L)8. arrogance (L)9. hierarchy (L)10. silo mentality (L)
Cultural Entropy 37%
1. accountability2. customer satisfaction 3. being the best 4. commitment 5. compassion 6. continuous improvement 7. integrity8. teamwork 9. cost effectiveness10. respect
Cultural Entropy 9%
Core Valuesclient collaborationteamworkdeliverymeritocracyintegrity
Core Values (I-Care)integritycompassionaccountabilityrespectexcellence
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Cost of Limiting Values
1. over-engineering (L)
2. bureaucracy (L)
3. complacency (L)
4. job security (L)
5. inefficiency (L)
6. inflexibility (L)
7. risk-averse (L)
8. hierarchical (L)
9. tradition (L)
10. control (L)
11. cynicism (L)
12. short-term orientation (L)
13. turfism (L)
Exec Team Estimate of Costs
€5.4bn per year
(€7bn income - €235,000 profit)
European Corp Current Culture250,000 employees
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Iceland
Entropy 54%
2008
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Iceland
Iceland Economic Collapse 2008
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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
Rank 2005 2006 2007 20081 cost consciousness cost consciousness client-driven accountability
2 profit accountability accountability client-driven
3 accountability client-driven client satisfaction client satisfaction
4 community involvement client satisfaction cost-consciousness community involvement
5 client-driven results orientation community involvement achievement
6 process-driven performance-driven performance-driven cost-consciousness
7 bureaucracy profit profit teamwork
8 results orientation bureaucracy achievement performance-driven
9 client satisfaction teamwork being the best being the best
10 silo mentality community involvement results orientation delivery
11 performance-driven employee recognition teamwork employee recognition
12 hierarchy achievement delivery results orientation
13 control silo mentality bureaucracy commitment
14 being the best process-driven employee recognition profit
15 achievement continuous improvement continuous improvement continuous improvement
16 empire building productivity process-driven making a difference
17 employee recognition being the best productivity continuous learning
18 continuous improvement delivery control productivity
19 productivity control leadership development embracing diversity
20 confusion financial stability continuous learning process-driven
Entropy 14%Entropy 25% Entropy 19% Entropy 17%
Rank 2009 2010 20111 accountability accountability accountability
2 client-driven client satisfaction client-driven
3 client satisfaction client-driven client satisfaction
4 cost-consciousness teamwork brand reputation
5 community involvement brand reputation achievement
6 achievement being the best teamwork
7 teamwork achievement environmental awareness
8 employee recognition commitment commitment
9 being the best community involvement being the best
10 performance-driven cost-consciousness cost-consciousness
11 commitment performance driven employee recognition
12 making a difference employee recognition community involvement
13 delivery environmental awareness integrity
14 productivity making a difference performance driven
15 people-centered productivity making a difference
16 living the values ethics people-centered
17 leadership development integrity ethics
18 profit continuous improvement productivity
19 integrity living the values respect
20 ethics delivery honesty
Entropy 13% Entropy 13% Entropy 11%
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South Africa National Assessment: Group (8582)
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)= 0-0-0-0 | IROS (L)= 2-4-4-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0
Matches
PV - CC
0CC - DC
0PV - DC
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Health Index (PL)
PV: 10-0CC: 0-10DC: 10-0
1. accountability 4351 4(R)
2. honesty 4225 5(I)
3. respect 3320 2(R)
4. integrity 3225 5(I)
5. family 3203 2(R)
6. responsibility 2430 4(I)
7. commitment 2271 5(I)
8. balance (home/work) 2259 4(I)
9. caring 2241 2(R)
10. ethics 2047 7(I)
1. corruption (L) 5506 1(O)
2. crime/ violence (L) 5291 1(R)
3. blame (L) 4189 2(R)
4. wasted resources (L) 3828 3(O)
5. unemployment (L) 3812 1(O)
6. poverty (L) 3526 1(I)
7. conflict/ aggression (L) 3225 2(R)
8. uncertainty about the future (L)
3039 1(I)
9. bureaucracy (L) 2989 3(O)
10. ethnic discrimination (L)
2246 2(R)
1. accountability 5457 4(R)
2. employment opportunities
3060 1(O)
3. dependable public services
2734 3(O)
4. honesty 2520 5(I)
5. poverty reduction 2499 1(O)
6. governmental effectiveness
2347 3(O)
7. law enforcement 2329 3(O)
8. educational opportunities
2270 3(O)
9. concern for future generations
2244 7(S)
10. effective healthcare 2205 1(O)
Values Plot Copyright 2011 Barrett Values Centre August 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
Entropy 62%
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Unthinkable thoughts
Ideas & innovations that are discontinuous with history
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Unthinkable thoughts
If we were going to do this, how would we do it and
what benefits would it bring?
TODAY
The pathway to Vision 2050To a sustainable world in 2050
From business-as-usual
The purpose of our lives is to be happy Dalai
Lama
Happiness is the extent to which you live in love, as opposed to living in fear. Phil
Clothier
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Richard Barrett& Bernardo Teixeira Diniz