Transforming Organizational Cultures through Values

Transforming Organizational Cultures through ValuesRichard Barrett

Powerful metrics that enable leaders to measure and manage cultures.

www.valuescentre.com2

MY SPEECH TODAY

HOW TO CREATE A VALUES-DRIVEN CULTURE

MY TALK THIS EVENING TRANSFORMING ORGANIZATIONAL

CULTURES THROUGH VALUES: A DEEPER PERSPECTIVE

BUT FIRST WHO AM I?



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.

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

2012 2014 2016



Organizational 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.



2013 2016



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

Supporting Leaders in Building Values-Driven Organisations



A deeper dive into who we are …

MY SPEECH TODAY


TRANSFORMING THE CULTURE OF YOUR TEAM OR YOUR ORGANIZATION



I am going to show you values assessments of two teams. Based on the results, I want you to decide which team

you would choose to work in.



Customer satisfaction Making a difference

Commitment Employee fulfilment

Continuous improvement Humour/fun

Shared vision Customer

collaboration Balance (home/work)

Teamwork

CURRENT CULTURE of TEAM “A”

Long hours(L) Confusion (L)

Short-term focus (L) Blame (L)

Information hoarding (L)

Manipulation (L) Hierarchy (L)

Results orientation Bureaucracy (L)

Quality

CURRENT CULTURE of TEAM “B”



Which of these teams do you think is the most successful?

Customer satisfaction Making a difference

Commitment Employee fulfilment

Continuous improvement Humour/fun

Shared vision Customer collaboration Balance (home/work)

Teamwork

Long hours(L) Confusion (L)

Short-term focus (L) Blame (L)

Information hoarding (L)

Manipulation (L) Hierarchy (L)

Results orientation Bureaucracy (L)

Quality

CURRENT CULTURE of TEAM

“A”

CURRENT CULTURE of TEAM

“B”

MY SPEECH TODAY


THE CULTURAL TRANSFORMATION TOOLS



… powerful metrics to support leaders in building values-driven organizations

and values-driven societies.

provides …

Phil Clothier, CEO of Barrett Values Centre.

Cultural Transformation Tools

MEASUREMENT TOOLS FOR INDIVIDUALS

Personal Values Assessment Individual Values Assessment Leadership Development Report Leadership Values Assessment

MEASUREMENT TOOLS FOR HUMAN GROUP STRUCTURES

Cultural Values Assessment Cultural Evolution Report Espoused Values Analysis Small Group Assessment Merger/Compatibility Report Customer Values Assessment Community Values Assessment National Values Assessment



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 SPEECH TODAY


SEVEN LEVELS OF CONSCIOUSNESS MODEL

ORIGINS AND APPLICATIONS?



Origins of the Seven Levels Model

Growth Needs When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.

Deficiency Needs An 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



N eeds Con sc i ou sn e s s

Self-Actualization

Richard Barrett

Safety

Love & Belonging

Self-esteem

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Abraham Maslow

Maslow’s Needs to Barrett’s Consciousness



Maslow’s Needs to Barrett’s Consciousness

N eeds Con sc i ou sn 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.

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival



The Shift from “I” to “We”

Service

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

COMMON GOOD AND CONTRIBUTION (WE)

SELF INTEREST AND PERFORMANCE (I)

TRANSFORMATION

Evol

utio

n of

Per

sona

l Con

scio

usne

ss

Making a difference



SEPARATION AND ISOLATION COMMUNITY AND COHESION

The Shift from “I” to “We”

Seven Levels of Personal ConsciousnessPositive Focus/ Excessive Focus

Service Service to Humanity and the Planet Compassion, Humility, Future Generations.

Making a DifferenceMaking a Difference in the Community Actualising Meaning, Collaboration, Intuition, Mentoring, Empathy.

Internal CohesionFinding Meaning in Existence Integrity, Alignment, Authenticity, Creativity, Passion, Honesty, Trust.

TransformationContinuous Growth and Development Adaptability, Continuous Improvement, Courage, Team Player.

Self-esteemBuilding a Sense of Self Worth Pride in Self, Self-Reliant, Self-discipline, Positive Self Image. Arrogance, Status, Power, Glamour, Rigidity.

RelationshipHarmonious Relationships Family, Friendship, Belonging, Open Communication, Ritual. Blame, Jealously, Judgment, Conflict, Gossip.

SurvivalPhysical Survival and Safety Health, Nutrition, Financial Stability, Self-Defence. Violence, Greed, Corruption, Territorial.

Seven Levels of Organisational Consciousness

Positive Focus/ Excessive Focus

ServiceService to Humanity and the Planet Social Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility.

Making a DifferenceStrategic Alliances and Partnerships Environmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.

Internal CohesionBuilding Internal Community Shared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency.

TransformationContinuous Renewal and Learning Accountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth.

Self-esteemHigh Performance Systems, Processes, Quality, Best Practices, Pride in Performance. Bureaucracy, Complacency.

RelationshipHarmonious Relationships Loyalty, Open Communication, Customer Satisfaction, Friendship. Manipulation, Blame.

SurvivalFinancial Stability Shareholder Value, Organisational Growth, Employee Health, Safety. Control, Corruption, Greed.



BUILDING A VALUES-DRIVEN ORGANIZATION

START WITH A VALUES SURVEY



PERSONAL VALUES Which of the following values/behaviours most reflect who you are? Pick ten.

CURRENT CULTURE Which of the following values/behaviours most reflect how your organisation currently operates? Pick ten.

DESIRED CULTURE Which of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten.



Placement of Values by Level (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

Current Culture

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival



7

6

5

4

3

2

1

0 % 20 % 40 %

10 %

9 %

16 %

19 %

20 %

10 %

4 %

11%

1

2

3

4

5

6

7

Cultural Entropy

Placement of Values by Level (100 employees)

Current Culture

Service

Making a difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival



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.



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



Cultural entropy

significantly impacts

employee engagement.

25 %

39 %

53 %

66 %

80 %

0 % 8 % 15 % 23 % 30 %

Cultural Entropy

Empl

oyee

Eng

agem

ent

Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008.

Low Entropy = High

Engagement

High Entropy = Low Engagement

Cultural Entropy and Employee Engagement



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

How Does Cultural Entropy Arise?



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



The Culture Change Process

1. Cultural Values

Assessment

2. Share results and

start dialogue

3. Prioritize values

4. Identify behaviours

5. Create culture

development plan

6. Implement

changes and programmes

ENTROPY

PERFORMANCE

Highly Engaged Team (19)

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 = Individual R = Relationship

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

Blue = PV & DCP = Positive L = Potentially Limiting (white circle)

O = Organisational S = Societal

Matches

PV - CC 4 CC - 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)

7

6

5

4

3

2

1IRS (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

Highly Engaged Team (19)

Personal Values

Values DistributionCopyright 2015 Barrett Values Centre

Positive Values

Potentially Limiting Values

Current Culture Values

Desired Culture Values

C

T

S 2

1

3

4

5

6

7

C = Common Good T = Transformation S = Self-Interest

7

6

5

4

3

2

1

0 % 60 %

0 %

0 %

0 %

5 %

14 %

9 %

21 %

25 %

17 %

9 % 7

6

5

4

3

2

1

0 % 60 %

2 %

0 %

5 %

6 %

10 %

4 %

20 %

28 %

24 %

1 % 7

6

5

4

3

2

1

0 % 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%



Highly Engaged Employees

▪ Highly engaged employees identify with the company. ▪ They care passionately about the future of the company. ▪ They bring passion and purpose to their work. ▪ They are willing to invest their discretionary effort to

make the company a success. ▪ They want the company to do the right thing. ▪ They want to feel pride in the way the company

behaves.

Highly Disengaged Team (24)

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 = Individual R = Relationship

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

Blue = PV & DCP = Positive L = Potentially Limiting (white circle)

O = Organisational S = Societal

Matches

PV - CC 0 CC - 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)

7

6

5

4

3

2

1IRS (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

Highly Disengaged Team (24)

Personal Values

Values DistributionCopyright 2016 Barrett Values Centre

Positive Values


Current Culture Values

Desired Culture Values

C

T

S 2

1

3

4

5

6

7

C = Common Good T = Transformation S = Self-Interest

7

6

5

4

3

2

1

0 % 60 %

2 %

0 %

0 %

6 %

10 %

13 %

21 %

36 %

7 %

5 % 7

6

5

4

3

2

1

0 % 60 %

11 %

11 %

25 %

6 %

6 %

11 %

16 %

7 %

5 %

2 % 7

6

5

4

3

2

1

0 % 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 = 2%

Cultural Entropy = 47%

High level of Cultural

Entropy = Low level of

Employee Engagement



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 a lack of a person’s lack of personal mastery skills. Fear-driven energy arises

from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.

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

Cultural Evolution Begins with Personal Evolution

Cultural Entropy 7%

Personal Entropy 9%

Culture ValuesLeader’s Values

The culture ofan organisation is a reflection of 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 organisation is a reflection of leadership consciousness.

LV A Feedback 14 Assessors

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

Cultural Evolution Begins with Personal Evolution

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%

Culture ValuesLeader’s Values



How to Measure Personal Entropy?

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

ASSESSOR’S OBSERVED VALUES OF LEADER Which 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 Observed Values

7

6

5

4

3

2

1

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=Positive L=Potentially Limiting (white circle)

I=Individual R=Relationship O=Organisational S=Societal

Entropy = 27%

7

6

5

4

3

2

1

0 % 60 %

0 %

0 %

10 %

0 %

0 %

0 %

50 %

0 %

30 %

10 %

CTS = 40-50-10 Entropy = 10%

CTS = 20-20-60

Entropy = 27%

Leader

High Entropy Leader (20 Assessors)

Positive Values


Observed Values

C

T

S

C=Common Good T=Transformation S=Self-Interest

7

6

5

4

3

2

1

0 % 60 %

9 %

8 %

10 %

1 %

7 %

25 %

20 %

12 %

5 %

3 %

1

2

3

4

5

6

7

MY SPEECH TODAY


A DEEP DIVE INTO PERSONAL ENTROPY

WHO AM I? WHY AM I HERE?

WHAT IS MY PURPOSE?



Let’s start with an exercise



Who are you?

EXERCISE

I am going to make a series of statements.

If the statement is true for you, please stand up.

Otherwise remain seated.



Who are you?

EXERCISE (Practice run)

I have a television



Who are you?

EXERCISE (Practice run)

I am a television



Who are you?

EXERCISE (Now the real

thing)

I have a body



Who are you?

EXERCISE (Now the real

thing)

I am a body



Who are you?

EXERCISE

I have an ego



Who are you?

EXERCISE

I am an ego



Who are you?

EXERCISE

I have a soul



Who are you?

EXERCISE

I am a soul



Who are you?

EXERCISE 3 minutes

Discuss with your neighbour

1. Are you primarily an ego or are you primarily a soul?

2. Do you have a soul or are you a soul?



Progression in Enlightenment

1. I have a soul 2. I am a soul3. Your soul has you

A fundamental shift in IDENTITY



What is an Ego?

• Your ego is a field of conscious awareness that identifies with your physical body. Consequently, the ego believes it can die.

• The ego is not who you are. It is the mask you wear to get your needs met in the cultural framework of your physical three-dimensional framework of existence. We can call this your False self.



The reality of the Ego

▪ Because the ego believes it inhabits a body and can die it believes it has needs.

▪ Because it believes it has needs, the ego develops conscious and subconscious fears about not being able to meet its needs. The primary needs of the ego are survival, belonging (relationships) and self-esteem.



What is a Soul?

▪ Your soul is a field of conscious awareness that identifies with your four-dimensional energy field. It is who you really are. You don’t have a soul; your soul has you.

▪ Your soul is an individuated aspect of the universal energy field from which everything in our physical world derives its being.



The reality of the Soul

▪ Because the soul identifies with your four-dimensional energy field and not with the body, the soul knows it cannot die.

▪ The soul has no needs because at the level of reality at which it exists it instantaneously creates through its thoughts. Because the soul has no needs, it has no fears.



Einstein Quote

The non mathematician is seized by a mysterious shuddering when he hears of four-dimensional things, by a feeling that is not unlike the occult. But there is no more commonplace statement than the world in which we live is a four-dimensional continuum.



Understanding the difference between the Ego and Soul Realities

FIVE FINGER EXERCISE

If we can understand the difference between two-dimensional reality and three-dimensional reality then we can get a sense of what the difference is

between three-dimensional reality and four-dimensional reality.



Understanding the difference between the Ego and Soul Realities

FIVE FINGER EXERCISE



The Comb Analogy

Three-dimensional reality

SEPARATION



The Comb Analogy

Four-dimensional reality

CONNECTION



Just as it is difficult to understand the meaning and purpose of the separate teeth until we are aware that they belong to a comb, so too it is difficult for us to understand our meaning and purpose until we become aware of who we are and our connection to other souls.

We are not separate; we are connected through our energy fields in the fourth-dimension of consciousness. We are all individuated aspects of the same universal energy field.

What is the motivation of my soul?



The primary motivations of your soul are:

SELF EXPRESSION CONNECTION

CONTRIBUTION

Why did my soul incarnate into a human body? What are the motivations of my soul?



Stages of Psychological Development

Surviving




INFANCY 0-2 Years Old

Staying alive! COMPETENCY

Ability to meet basic physiological needs.

Surviving

Stage Motivation




Conforming




Conforming

Stage Motivation

CHILDHOOD 3-7 Years Old

Keeping safe and secure! BEING LOVED

Ability to feel accepted and sense of belonging.




Differentiating




Differentiating

Stage Motivation

TEENAGER + 8-24Years Old

Distinguishing yourself! CONFIDENCE

Ability to feel respected and recognized by others.




INDIVIDUATING




INDIVIDUATING

Stage Motivation

YOUNG ADULT 25-39 Years Old

Releasing your fears! ACCOUNTABILITY

Finding freedom and autonomy to understand

who you really are.




SELF-ACTUALIZING




SELF-ACTUALIZING

Stage Motivation

ADULTHOOD 40-49 Years Old

Becoming who you are! SELF-EXPRESSION

Ability to satisfy your desire for meaning

and purpose.




INTEGRATING




INTEGRATING

Stage Motivation

MATURE ADULT 50-59 Years Old Aligning with others!

CONNECTION Ability to satisfy the

desire to make a difference

in your world.




SERVING




SERVINGStage Motivation

SENIOR 60+ Years Old

Finding fulfilment! CONTRIBUTION

Ability to satisfy your desire to serve the

greater good.



Key findings of the Grant Study

“It is the quality of a child’s total experience,

not any particular trauma or any particular

relationship, that exerts the clearest

influence on adult psychopathology.”

George E. Vaillant: Director of the Grant Study from 1972-2005 HARVARD UNIVERSITY



Other research

“The LSE research indicates that a child’s emotional health is far more important to their satisfaction levels as an adult than other factors,

such as, whether they achieve academic success

when young, or wealth when older.”

Lord Richard Layard LONDON SCHOOL OF ECONOMICS



The impact of early love in our lives

Love in the early stages of life literally shapes the brain and affects us for a lifetime. It determines how long we live and what illnesses we will fall prey to later in life. It is no exaggeration to say that very early lack of love already sets the limits on how long we will live and how happy our lives will be.

Dr. Arthur Janov PSYCHOTHERAPIST



Surviving prepares you for Self-actualizing

Individuating

Integrating

Differentiating

Conforming

Surviving

Stages of Development

Serving

Self-actualizing

SOUL

EGO

Competence

Self-expressionEGO-SOUL ALIGNMENT



Conforming prepares you for Integrating

SOUL

EGO

Belonging

ConnectingIndividuating

Integrating

Differentiating

Conforming

Surviving


Serving

Self-actualizing

SOUL

EGO

EGO-SOUL ALIGNMENT



Differentiating prepares you for Serving

SOUL

EGO

Recognition

ContributingIndividuating

Integrating

Differentiating

Conforming

Surviving


Serving

Self-actualizing

SOUL

EGO

EGO-SOUL ALIGNMENT



WHAT HAS ALL THIS TO DO WITH ORGANIZATIONS AND

WORK?

EVERYTHING



Find and organization that supports your Soul Journey

SELF-EXPRESSION

CONNECTION CONTRIBUTION

LEADING A VALUES-DRIVEN LIFE

LEADING A PURPOSE- DRIVEN

LIFE

EXPRESSING UNIQUE GIFTS AND TALENTS



The Current Education System: The Death of Self-Expression

98% of children display genius level creativity at age 3-5 years. By the time they get to 20, only 2%

display genius level creativity.

0 %

25 %

50 %

75 %

100 %

5 10 15 25

98 %

32 %

10 %2 %



Percentage of people with genius level creativity by age

0 %

25 %

50 %

75 %

100 %

5 10 15 25

98 %

32 %

10 %2 %

Source: Land and Jarman, Break-point and Beyond

Age

Ego Development Social Conditioning

Above the age of 25 only 2% of people have genius level creativity



What happens to our creativity?

Small children have no conception of these values and interact without these limitations.

The ego development (socialization) process restricts the natural

creativity of our thinking potential by automatically assigning value judgements of good, bad, right, wrong,

proper, improper, ugly, beautiful. We accept these judgements so we can fit

in.



Creativity with arrested psychological development

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CREATIVITY WITHOUT

SOUL ACTIVATION



Creativity at different stages of normal psychological development

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CREATIVITY INCREASES WITH SOUL ACTIVATION



Ego Creativity

Creativity at the Ego level is basically problem solving. It takes place in the conscious mind.

1. Identify the problem.

2. Explore creative ideas—think tank.

3. Select the best ideas.

4. Test the ideas.

5. Evaluate the results.



Creativity consists of making discontinuous quantum leaps into a non-local domain of pure potentiality, that is

not accessible to the thinking ego.

Amit Goswami, Quantum Creativity

A Physicist’s View on Creativity



Soul Creativity

Creativity at the soul level involves guidance from the unconscious quantum mind and

investigation and verification by the conscious mind.

1. Preparation: Gather facts, read and think, think, think,….think.

2. Incubation: Relax, sleep, rest, leave the question behind.

3. Insight or synchronicity: Inspiration, Illumination, thought.

4. Investigation and verification: Bring in the conscious mind.



The Harvard Grant Study (1938-2005)

The purpose of the Grant Study was to learn something about the conditions

that promote optimum health by following the lives of 268 men, all

Harvard graduates. This study is one of the longest running prospective

longitudinal studies of adult male development that has ever been

attempted.




“The seventy-five years and twenty million

dollars expended on the Grant Study points,

at least, to me, to a straightforward

conclusion: Happiness is love. Love conquers

all.”

George E. Vaillant: Director of the Grant Study from 1972-2005




“Love early in life facilitates not only love later on but also the other trappings of

success, such as prestige and even high income. It also

encourages the development of coping styles that

facilitate intimacy, as opposed to ones that

discourage it.”





“It is the quality of a child’s total experience,

not any particular trauma or any particular

relationship, that exerts the clearest

influence on adult psychopathology.”




Other research

“The LSE research indicates that a child’s emotional health is far more important to their satisfaction levels as an adult than other factors,

such as, whether they achieve academic success

when young, or wealth when older.”

Lord Richard Layard: London School of

Economics



The impact of early love in our lives

Love in the early stages of life literally shapes the brain and affects us for a lifetime. It determines how long we live and what illnesses we will fall prey to later in life. It is no exaggeration to say that very early lack of love already sets the limits on how long we will live and how happy our lives will be.

Dr. Arthur Janov



Current educational systems do not align with children’s and teenagers psychological development goals.

They tend to promote competence. They tend not to promote love and confidence nor do they promote emotional intelligence.

They do not fully equip us for our soul’s journey



Free material on Change & Transformation

To grow a shared culture

To lead people through change

Available on www.valuescentre.com

To plan and lead cultural transformation

Checklist and overview

http://www.valuescentre.com/

For more informationand get a copy of this presentation

go to:

www.richardbarrett.net &

www.valuescentre.com

http://www.richardbarrett.net/

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Transforming Organizational Cultures through Values

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