the ego soul dynamics of well-being at work - richard barrett

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

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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DIFFERENTIATING

TEENAGER: 8-24 Years Old

BEING RECOGNIZED AND VALUED

(SELF-ESTEEM)

FEELING SECURE!

MOTIVATION

DIFFERENTIATING

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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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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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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)

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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)



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 = 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)


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)

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)


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 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



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


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


Personal Entropy = 27%

High Personal Entropy Individual (20 Assessors)

C

T

S 2

1

3

4

5

6

7



Individual’s perspective

Observed Values by Assessors


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]

http://www.valuescentre.com/

http://www.richardbarrett.net/

mailto:[email protected]

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RICHARD BARRETT’S BOOKS

the ego soul dynamics of well-being at work - richard barrett

Presentations & Public Speaking