measuring cultural health and well-being in the workplace
TRANSCRIPT
Richard Barrett
THE EGO-SOUL DYNAMICSOF WELL-BEING AT WORK
WHO AM I?
RICHARD BARRETT
OUR VISIONTo create a positive
values-driven society.
Chairman and Founder of the Barrett Values Centre
(www.richardbarrett.net)
To support leaders in building positive
values-driven organizations.
OUR MISSION
PHIL CLOTHIER
provides powerful metrics to support leaders in building values-driven organizations and values-driven societies.
CEO of Barrett Values Centre
culturaltransformation tools®
• Personal Values Assessment• Individual Values
Assessment• Individual Development
Report Leadership Development Report
• Leadership Values Assessment
MEASUREMENT TOOLS FOR
INDIVIDUALS
MEASUREMENT TOOLS FOR HUMAN
GROUP STRUCTURES
• Cultural Values Assessment• Cultural Evolution Report• Espoused Values Analysis• Merger/Compatibility Report• Customer Values Assessment• Community Values
Assessment• National Values Assessment
Agriculture / forestry / fishingBanking / Financial ServicesCentral / Local GovernmentChemical and pharmaConstructionEducation / UniversityFast Moving Consumer GoodsFood and drinkHealthcareHospitality / TourismIT/ Telecoms/ Electronics Manufacturing
Media/Film/TV/PublishingMilitaryNGO / Not for profitOil/gas/miningPolice & JusticeProfessional ServicesRetail and wholesaleScientific / Technical / Engineering
Scientific and technicalSocial housingTransportation
The Sectors We Work In
THE BOOKS I WILL BE REFERRING TO TODAY
WHAT REVIEWERS ARE SAYING
Raj Sisodia, Co-founder and co-chairman of Conscious Capitalism Inc. and Professor of Global Business, Babson College, USA.
“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.”
Also available in Spanish, Portuguese, German and French
(Dec. 2016)
WHAT REVIEWERS ARE SAYING
“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
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.
WHAT REVIEWERS ARE SAYING
John GrayAuthor of Men Are From Mars, Women
Are From Venus
“A brilliant synthesis of
the psychology of the future.”
Patricia AberdeenAuthor of Megatrends 2010:
The Rise of Conscious Capitalism and Conscious Money.
“Richard’s brilliant book redefines the
meaning of well-being for the 21st century.
A must read!” John Mackey
Co-Founder and co-CEO, Whole Foods
Market.
“A brilliant book that will challenge your
understanding of who you are and the world
in which you live.”
Available August 2016
In Order to Understand The Ego-Soul Dynamics of Well-Being At
Work We Must First Define
“WELL-BEING”
LET’S DO AN
EXERCISE
What does well-being mean to you?
Discuss with a partner
WELL BEINGis the feeling you get when you are able to
satisfy the needs of the stage of psychological
development you are at and have no unmet
needs from previous stages.
THE SEVEN STAGES OFPSYCHOLOGIC L
DEVELOPMENT
THE 4 MINDS AND 3 BRAINS
Most scientists have a tendency to think of our mind/brain as a single operating whole, but it is not. We
have four minds and three brains that control our reflexes, behaviours and decision-making. The four
minds and three brains in order of their appearance in our lives are:
Neocortex Mind/Brain Rational Mind4
Limbic Mind/BrainEmotional Mind3
Body Mind Reptilian Mind/Brain2
Soul Mind1 Soul Mind
THE FOUR MINDS
THE BODY MIND AND EGO MIND
The reptilian, limbic and neocortex brains together are known as the triune brain.
The reptilian mind/brain is known as the body-mind.
The emotional mind and rational mind are known as the ego-mind.
A PERSONAL JOURNEYEvery person is on an evolutionary
journey of psychological development.
SERVING
SELF-ACTUALIZING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
INTEGRATING
“WELL-BEING AT WORK”Well-being at work is the feeling you get when you are able to satisfy the needs of the adult stages of
psychological development—Individuating, Self-actualizing, Integrating and Serving
SERVING
INTEGRATING
SELF-ACTUALIZING
INDIVIDUATING
We grow in stages of psychological development
We operate at levels of consciousness
We live inside (are embedded in)
cultural world views
STAGES, LEVELS AND WORLD VIEWS
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.
STAGES & LEVELS
SERVING SERVICE
INTEGRATING MAKING A DIFFERENCE
SELF-ACTUALISING INTERNAL COHESION
INDIVIDUATING TRANSFORMATIONDIFFERENTIATING SELF-ESTEEM
CONFORMING RELATIONSHIP
SURVIVING SURVIVAL
Evol
utio
n of
Per
sona
l Con
scio
usne
ss
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1
SURVIVING
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1 SURVIVINGINFANCY:
0-2 Years Old
NEED TO MANAGE
YOUR ENVIRONMENT
GETTING OUR BASIC
PHYSIOLOGICAL NEEDS MET
STAYING ALIVE!
MOTIVATION
CONFORMING
CHILDHOOD: 3-7 Years Old
NEED TO FEEL ACCEPTANCE & BELONGING IN
FAMILY
LEARNING TO BE LOVED AND
FEEL PROTECTED
KEEPING SAFE!
MOTIVATION
CONFORMING
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1
DIFFERENTIATING
TEENAGER: 8-24 Years Old
BEING RECOGNIZED AND VALUED
(SELF-ESTEEM)
FEELING SECURE!
MOTIVATION
DIFFERENTIATING
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1
NEED TO FEEL ACCEPTANCE & BELONGING IN PEER GROUP
INDIVIDUATING
YOUNG ADULT: 25-39 Years Old
NEED FOR FREEDOM AND
AUTONOMY
RESPONSIBILITY AND
ACCOUNTABILITY FOR YOUR LIFE
RELEASING YOUR FEARS!
MOTIVATION
INDIVIDUATING
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1
SELF-ACTUALIZING
ADULTHOOD: 40-49 Years Old
SELF-ACTUALIZING
NEED FOR MEANING AND
PURPOSE
BECOMING FULLY
WHO YOU ARE!
SELF-EXPRESSION
MOTIVATION
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1
INTEGRATING
MATURE ADULT: 50-59 Years Old
INTEGRATING
DESIRE TO MAKE A
DIFFERENCE
UNCONDITIONALLOVING
RELATIONSHIPSEMPATHY
CONNECTING
MOTIVATION
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1
SERVING
SENIOR: 60+ Years Old
DESIRE TO SERVE THE GREATER
GOOD
SELF-LESS SERVICE
COMPASSION
CONTRIBUTING
MOTIVATION
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1
SERVING
UNDERSTANDING
EGO-SOUL
DYNAMICS
MASTERING SURVIVING PREPARES YOU FOR SELF-
ACTUALIZINGSERVING
INTEGRATING
SELF-ACTUALIZING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
SOUL
EGO-SOUL ALIGNMENT
EGO
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1
Self-expression
ControlNo existential fears
If you have fears about surviving,
you will not be able to self-
express.
SERVING
INTEGRATING
SELF-ACTUALISING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
SOUL
EGO-SOUL ALIGNMENT
EGO
Connecting
Belonging
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1
MASTERING CONFORMING PREPARES YOU FOR INTEGRATING
If you have fears about being accepted,
you will not be able to connect.
SERVING
INTEGRATING
SELF-ACTUALISING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
SOUL
EGO-SOUL ALIGNMENT
EGO
Contributing
7
65
32
1
4
Recognition
MASTERING DIFFERENTIATING PREPARES YOU FOR SERVING
If you have fears about your self-worth,
you will not be able to contribute.
“ ”A failure to master to the ego stages of development results
in mental and physical disorders
later in life.
Values?‘S
What are Donald
In the Introduction to The New Leadership Paradigm I plotted
the values of several leaders based on the
books they had written about leadership.
DisciplinedGiving backImage (L)LoyaltyPassionProfitReciprocityRevenge (L)Ruthless (L)Winning
A toxic mixture
of values
2010
Unmet needs
Service
Making a difference
Internal cohesion
Transformation
Self-esteem
Relationships
Survival
LET’S DO AN EXERCISE1. What age group are you in—
Individuating, Self-actualizing, Integrating or Serving?
2. Form groups of 4, 5 or 6 people in same age group.
3. Discuss what well-being means for you in your age group?
Having Defined Well-Being,We Must Now Define“WELL-BEING
AT WORK”
B) become responsible and accountable for every aspect of your life; and
WELL-BEING AT THE INDIVIDUATING STAGE OF DEVELOPMENT (25-39
YEARS)
A) know yourself—identify your most important values and the behaviours that align with those values;
In order to find well-being at the individuating stage of psychological development you need to:
C) learn to manage your fears and develop your emotional intelligence skills.
In addition, you will be looking for opportunities to explore your gifts and talents—find out what you are good at and like doing and what you are not so good
and do not like doing. We don't want to be micro-managed, but we do want someone we can turn to for advice. Someone we know
wecan rely on who has our best interests at heart.
Without freedom, autonomy and challenges at this stage of development, you will not experience well-
being.
B) find your purpose in life—the work that you love to do; and
WELL-BEING AT THE SELF-ACTUALIZING STAGE OF DEVELOPMENT (40-49 YEARS)
A) release any fears you may have about fully expressing who you really are;
In order to find well-being at the self-actualizing stage of psychological development you will need to:
C) express your creativity.
In addition, you will be looking for opportunities to align your purpose with your work so you find meaning
in your life.
You will want a job that allows you to fully express who you are, sparks your creativity and unleashes your
passion.
If you cannot fully express who you are, you will not experience well-being.
B) develop your empathy and social intelligence skills; and,
WELL-BEING AT THE INTEGRATING STAGE OF DEVELOPMENT (50-59 YEARS)
A) release any fears you have about forming unconditional loving relationships;
In order to find well-being at the integrating stage of psychological development you will need to:
C) actualize your purpose by connecting with other like-minded individuals to make a difference in the world.
In addition, you will be looking for opportunities to collaborate
with other like-minded individuals on projects that allow you to actualize your purpose in
life. If you cannot connect with others to make a difference, you will not experience well-
being.
B) develop your compassion skills; and,
WELL-BEING AT THE SERVING STAGE OF DEVELOPMENT (60 + YEARS)
A) release any fears you have about your self-worth;
In order to find well-being at the serving stage of psychological development you will need to:
C) let yourself be guided by your soul’s inspiration.
In addition, you will be looking for opportunities to participate in acts of self-less service by alleviating suffering and/or caring for the well-being of future
generations, humanity and the planet.
You want to leave the world a better place than you found it.
If you cannot make a contribution, you will not experience well-being.
WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK
The personality of your boss (subconscious fear-based beliefs—lack of internal alignment).
3The culture of the organization—potentially limiting values.
21Your personality (subconscious fear-based beliefs—lack of internal alignment).
YOUR LACK OF
INTERNAL ALIGNMENT
1
These are the issues you have with regard to your unmet survival (control), safety
(relationship) and security (self-esteem) needs.
You must learn to manage your subconscious and
conscious fears and develop your emotional intelligence
skills.
You will need feedback from your co-workers to master
your fears.
Cultural Transformation Tools: Individual Development Report
THE CULTURE OF THE
ORGANIZ-ATION
2
If the culture of the organization does not align with your values and does not support you in meeting your needs you will not feel a sense of well-being—you will not feel engaged. (High
cultural entropy and low cultural well-being scores)
Cultural Transformation Tools: Cultural Values Assessment
EXERCISE
Discuss in your group how the culture of your organization
affects your level of well-being at work..
THE PERSONALITY OF YOUR
BOSS3
These are the issues your boss has with regard to his or her unmet survival (control),
safety (relationship) and security (self-esteem) needs.
He/she must learn to manage his/her fears and develop
his/her emotional intelligence skills.
He/she will need feedback from their subordinates and
peers to master his/her fears.
Cultural Transformation Tools: Leadership Development Report, Leadership Values Assessment
EXERCISEDiscuss with a
partner how your boss affects your
level of well-beingat work.
MEASURINGTHE CULTURAL HEALTH
(WELL-BEING) OF YOUR ORGANIZATION
measures the level of fear-driven organizational dysfunction. It measures the proportion of limiting values in an organization.
Cultural EntropyThe Barrett Values Centre’s
® score
is the inverse of the cultural entropy score. It measures the proportion of positive values in an organization—the extent to which employees feel their needs are being met.
Cultural Health The Barrett Values Centre’s
score
I am going to show you values
assessments for two teams.
Based on these results, I want you to
decide which team you would prefer to
work in.
TOP TEN CURRENT CULTURE VALUES OF TEAM “A”
Customer satisfactionMaking a differenceCommitmentEmployee fulfilmentContinuous improvementHumour/funShared visionCustomer collaborationBalance (home/work)Teamwork
Long hours(L)Confusion (L)Short-term focus (L)Blame (L)Information hoarding (L)Manipulation (L)Hierarchy (L)Results orientationBureaucracy (L)Quality
TOP TEN CURRENT CULTURE VALUES OF TEAM “B”
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
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)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
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
MatchesPV - CC 4CC - DC 6PV - DC 4
Cultural Entropy:Current Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being 11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
TEAM “A” (19 PEOPLE)
C
T
S 2
1
3
4
5
6
7
TEAM “A” (19 PEOPLE)
Values Distribution
Positive ValuesPotentially Limiting Values
C = Common GoodT = TransformationS = Self-Interest
7
6
5
4
3
2
1
0% 60%
9%
17%
25%
21%
9%
14%
5%
0%
0%
0%
7
6
5
4
3
2
1
0% 60%
1%
24%
28%
20%
4%
10%
6%
5%
0%
2%
7
6
5
4
3
2
1
0% 60%
4%
22%
23%
27%
10%
9%
5%
0%
0%
0%
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24Cultural Entropy = 0% Cultural Entropy = 0%
26%
46%
28%
25%
48%
27%
26%
50%
24%
Low level of Cultural Entropy = High level
of Employee
Engagement
Cultural Entropy = 7%
Personal Values
Current Culture Values
Desired Culture Values
Copyright 2015 Barrett Values Centre
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
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)
continuous improvement 11 4(O)
information sharing 10 4(O)
quality 9 3(O)
customer satisfaction 8 2(O)
teamwork 8 4(R)
accountability 7 4(R)
professionalism 7 3(O)
efficiency 6 3(O)
balance (home/work) 6 4(O)
continuous learning 6 4(O)
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 0CC - DC 1PV - 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)
TEAM “B” (35 PEOPLE)
C
T
S 2
1
3
4
5
6
7
TEAM “B” (35 PEOPLE)
Values Distribution
Positive ValuesPotentially Limiting Values
C = Common GoodT = TransformationS = Self-Interest
Cultural Entropy = 47%
Personal Values
Current Culture Values
Desired Culture Values
7
6
5
4
3
2
1
0% 60%
5%
7%
36%
21%
13%
10%
6%
0%
0%
2%
7
6
5
4
3
2
1
0% 60%
2%
5%
7%
16%
11%
6%
6%
25%
11%
11%
7
6
5
4
3
2
1
0% 60%
3%
9%
23%
32%
18%
10%
3%
0%
0%
2%
CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33Cultural Entropy = 2% Cultural Entropy = 2%
High level of Cultural Entropy =
Low level of Employee
Engagement
Copyright 2015 Barrett Values Centre
CULTURAL HEALTH OF ORGANIZATION “A”
Top ten current culture values1Customer
satisfaction2 Making a
Difference
3Commitment
5Continuous Improvement
7Shared Vision
9Balance(home/work)
4 Employee Fulfillment
6 Humor / Fun
8 Customer Collaboration
10 Teamwork
Cultural Entropy Score = 7%
93%
Cultural Health Score =
CULTURAL HEALTH OF ORGANIZATION “B”
Top ten current culture values1Long hours (L)
2 Confusion (L)
3Short-term focus (L)
5Information hoarding (L)
7Hierarchy (L)
9Bureaucracy (L)
4 Blame (L)
6 Manipulation (L)
8 Results orientation
10 Quality
Cultural Entropy Score = 47%
53%
Cultural Health Score =
The presence of potentially limiting values at the Survival, Relationship and Self-esteem levels of consciousness increases stress and lowers the overall level of cultural health in an organization.
CULTURALHEALTH
INHIBITORS
When these values are present Cultural Health decreases
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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CULTURAL HEALTH INHIBITORS
ORGANIZATION “B”
Low Well-Being 53%
High Cultural Entropy
47%
WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO
WORK IN
Long hours(L)Confusion (L)
Short-term focus (L)Blame (L)
Information hoarding (L)
Manipulation (L)Hierarchy (L)
Results orientationBureaucracy (L)
Quality
Stress InducingValues
Customer satisfactionMaking a difference
CommitmentEmployee fulfilment
Continuous improvementHumour/fun
Shared visionCustomer collaborationBalance (home/work)
Teamwork
No Stress
InducingValues
ORGANIZATION “A”
High Well-Being 93%
Low Cultural Entropy 7%
If Your mind is focused at this level of consciousness this is what you want to find in your organizational culture
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 Performance
Systems, 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.
SERVING (60 + years)
INTEGRATING (50-59) years
SELF-ACTUALIZING (40-49 years)
INDIVIDUATING (25-39 years)
DIFFERENTIATING
CONFORMING
SURVIVING
WHAT IS CULTURAL ENTROPY?
UNNECESSARY OR UNPRODUCTIVE WORK
—WORK THAT DOES NOT ADD VALUE.
The amount of energy that is consumed in an organisation
doing
that employees encounter in their day-to-day
activities that prevent the organisation from operating at peak
performance and cause employees to experience stress and prevent them from getting their needs
met.
It is a measure of the CONFLICT, FRICTION AND FRUSTRATION
Cultural entropy significantly impacts employee engagement
0% 8% 15% 22% 30%25%
39%
53%
66%
80%
94%
Cultural Entropy
Empl
oyee
Eng
agem
ent
CULTURAL ENTROPY
HIGHLY ENGAGED <10%
ENGAGED 11-20%
BECOMING DISENGAGED 21-30%
DISENGAGED 31-40%
HIGHLY DISENGAGED > 41%
EMPLOYEE ENGAGEMENT
HOW DOES CULTURAL ENTROPY ARISE?
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.
WHAT IS PERSONAL ENTROPY?
FEAR-DRIVEN ENERGY Personal entropy is the amount of
that a person expresses in his or her day-to-day interactions with other people.
Personal entropy arises from subconscious fear-based beliefs
learned when we were young about meeting our survival, safety and security needs.
PERSONAL WELL-BEING INHIBITOR
The presence of limiting values at the survival relationship
and self-esteem levels of consciousness.
I am not enough
I am not loved
enough
I don’t have
enough
personalentropymeasuring
How to measurePersonal Entropy
ASSESSOR’S OBSERVED VALUES OF INDIVIDUALWhich of the following values/behaviours most reflect how individual “X” operates? Pick ten.
LEADERSHIP VALUES ASSESSMENTLEADERSHIP DEVELOPMENT REPORTINDIVIDUAL DEVELOPMENT REPORT
INDIVIDUAL’S VALUESWhich of the following values/behaviours most reflect how you operate? Pick ten.
http://www.valuescentre.com/our-products/products-leaders/leadership-values-assessment-lva
Level Personal Values (PV) Current Culture Values (CC)
7654321
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0
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)
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)
I = IndividualR = RelationshipOrange = Values Match P = Positive
L = Potentially Limiting (white circle)O = OrganisationalS = Societal
Copyright 2015 Barrett Values Centre
Personal Entropy = 27%
High Personal Entropy Individual (20 Assessors)
C
T
S 2
1
3
4
5
6
7
Positive ValuesPotentially Limiting Values
C = Common GoodT = TransformationS = Self-Interest
Individual’s perspective
Observed Values by Assessors
Copyright 2015 Barrett Values Centre
High Personal Entropy Individual (20 Assessors)
7
6
5
4
3
2
1
0% 60%
10%
30%
0%
50%
0%
0%
0%
10%
0%
0%
7
6
5
4
3
2
1
0% 60%
3%
5%
12%
20%
25%
7%
1%
10%
8%
9%
Personal Entropy = 27%
What Low and High Personal Entropy Individuals Focus on …
Low Entropy
Individuals
(0-6%)
Commitment Positive attitude Accessible Teamwork Trustworthy Integrity AccountabilityCustomer satisfactionEnthusiasm Fairness
Internal Cohesio
nFocus
High Entropy
Individuals
(21%+)
Commitment Controlling (L)Ambitious Results orientationDemanding (L)ExperienceGoals orientationAuthoritarian (L)Humor/fun Power (L)
Self- Estee
mFocus
Stress InducingValues
Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010)
A HIGH PERFORMANCE ORGANIZATION
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
Culture ValuesCVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Cultural Entropy 7%
Internal Cohesion
The culture of
an organisation
is a reflection
of leadership
consciousness.
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
Leader’s ValuesLVA Feedback 27
Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Internal Cohesion
Personal Entropy 9%
A LOW PERFORMANCE ORGANIZATION
The culture of
an organisation
is a reflection
of leadership
consciousness.
power (L) 11 Level 3blame (L) 10 Level 2demanding (L) 10 Level 2manipulative (L) 10 Level 2experience 9 Level 3controlling (L) 8 Level 1arrogant (L) 7 Level 3authoritarian (L) 6 Level 1exploitative (L) 6 Level 1ruthless (L) 6 Level 1
Leader’s ValuesLVA Feedback 27
Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Personal Entropy 64%
CVA Current Culture
Culture Values
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Cultural Entropy 38%1. short-term focus (L) 13 Level
12. blame (L) 11 Level
23. manipulation (L) 10 Level
24. caution (L) 7 Level
15. cynicism (L) 7 Level
36. bureaucracy (L) 6 Level
37. control (L) 6 Level
18. cost reduction 5 Level
19. empire building (L) 5 Level
210. image (L) 5 Level
311. long hours (L) 5 Level
3
ORGANIZATIONS DON’T TRANSFORM. PEOPLE DO!
ORGANIZATIONAL TRANSFORMATION BEGINS WITH THE PERSONAL TRANSFORMATION OF
THE LEADERS
Also available in Spanish, Portuguese, German and French (Dec. 2016)
If you want to find out more about
measuring Cultural Well-being,
Cultural Entropy and Personal Entropy and
creating a high performance
organization that supports employee
well-being.
FOR MORE INFORMATIONGo to:
www.valuescentre.com www.richardbarrett.net
Contact Me: [email protected]