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Esalen Presentation to the Conscious Capitalims movement
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www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com
Conscious Capitalism Conclave
Conscious Business Practices
Richard BarrettMarch 2012
2
The Three Mantras of Organisational Performance
3
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 consciousness,
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 Self Leadership
Measure and Map the Values
4
The Leader and the Values
Tom Peters, “In Search of Excellence: Lessons from America’s best run companies”, 1983
The real role of the leader is to manage the values of the corporation.
5
Measuring Organizational Consciousness
6
Origins of the Cultural Transformation Tools
Growth NeedsWhen these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment.
Deficiency NeedsAn 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
7
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
8
Maslow’s Needs to Barrett’s Consciousness
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Know and Understand
N e e d s C o n s c i o u s n 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.
9
Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
SurvivalFinancial Security & SafetyCreating a safe secure environment for self and significant others. Control, greed
BelongingFeeling a personal sense of belonging, feeling loved by self and others. Being liked, blame
Self-worth Feeling a positive sense of pride in self and ability to manage your life. Power, status
Personal GrowthUnderstanding your deepest motivations, experiencing responsible freedom by letting go of your fears
Finding Personal MeaningUncovering your sense of purpose and creating a vision for the future you want to create
Collaborating with PartnersWorking with others to make a positive difference by actively implementing your purpose and vision
Service to Humanity and the PlanetDevoting your life in self-less service to your purpose and vision
10
Positive Focus / Excessive Focus
Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed
BelongingLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame
High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency
Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth
Building Corporate CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/mentoring
Service To Humanity And The PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
Stages in the Development of Organisational Consciousness
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
11
Stages in the Development of National Consciousness
Positive Focus / Excessive Focus
Economic Stability Prosperity. Health, Defense, Social Safety Nets. Corruption, Greed, Violence
Social StabilityConflict Resolution, Racial Harmony, Rituals. Discrimination, Intolerance
Institutional EffectivenessRule of Law, National Pride, Governmental Efficiency. Bureaucracy, Elitism, Power
Democratic ProcessesEquality, Freedom of Speech, Consensus, Adaptability, Accountability.
Strong Cohesive National IdentityTrust, Openness, Transparency, Shared Vision and Values, Fairness.
Strategic Alliances with Other NationsRegional Collaboration, Environmental Awareness, Quality Of Life.
Global SustainabilityHuman Rights, Future Generations, Ecological Resilience.Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
12
Placement of Values by Level
Current Culture 100 EmployeesTop 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
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
13
Cultural Entropy
Distribution of Values by Level
Current Culture 100 Employees
11%
1
23
4
5
6
7Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
14
The Values Survey
14
Three Questions:
PERSONAL VALUESWhich of the following values and behaviours most reflect who you are? Pick ten.
CURRENT CULTUREWhich of the following values/behaviours most reflect how your organisation currently operates? Pick ten.
DESIRED CULTUREWhich of the following values/behaviours most reflect how you would like your organisation to operate? Pick ten.
15
Engineering and Projects Company (339)
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)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 1CC - DC 4PV - DC 2
Health Index (PL)
PV: 10-0CC: 7-3
DC: 10-0
1. honesty 169 5(I)
2. accountability 165 4(R)
3. commitment 150 5(I)
4. continuous learning 92 4(I)
5. balance (home/work) 91 4(I)
6. family 91 2(R)
7. self-discipline 91 1(I)
8. responsibility 89 4(I)
9. respect 81 2(R)
10. open communication 76 2(R)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = OrganizationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. continuous improvement
111 4(O)
2. customer satisfaction
111 2(O)
3. safety conscious 102 1(O)
4. cost reduction 88 1(O)
5. job insecurity (L) 77 1(O)
6. inconsistent (L) 75 3(I)
7. teamwork 74 4(R)
8. accountability 71 4(R)
9. blame (L) 71 2(R)
10. corporate image 64 3(O)
1. accountability 180 4(R)
2. customer satisfaction
147 2(O)
3. continuous improvement
143 4(O)
4. employee development 111 4(O)
5. employee recognition 96 2(R)
6. commitment 95 5(I)
7. inspirational leadership 95 6(O)
8. employee fulfilment 94 6(O)
9. teamwork 90 4(R)
10. professionalism 80 3(O)
Values Plot Copyright 2011 Barrett Values Centre February 2011
The values that are important to
employees in their personal
lives.
How employees experience the company - What is working well? What is undermining the sustainability
of the company.
What employees believe is necessary
for the company to achieve
its full potential
16
1%
1%
1%
9%
12%
17%
24%
8%
6%
21%
0% 20% 40%
1
2
3
4
5
6
7
6%
5%
12%
10%
8%
14%
11%
9%
5%
20%
0% 20% 40%
1
2
3
4
5
6
7
1%
1%
0%
6%
12%
16%
19%
13%
5%
27%
0% 20% 40%
1
2
3
4
5
6
7
Engineering and Projects Company (339)
C
T
S
Values Distribution Copyright 2011 Barrett Values Centre February 2011
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 38-21-41Entropy = 3%
CTS = 25-20-55Entropy = 23%
CTS = 37-27-36Entropy = 2%
Personal Values
Current Culture Values
Desired Culture Values
Total number of votes for all
values at each level
Cultural Entropy % of Votes for Limiting Values
Common Good
Transformation
Self Interest
Barrett Values Centre: Group (18)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 9-2-1 | IRS (L)= 0-0-0 IROS (P)= 1-0-8-1 | IROS (L)= 0-0-0-0 IROS (P)= 2-3-5-1 | IROS (L)= 0-0-0-0
Matches
PV - CC 4CC - DC 6PV - DC 4
Health Index(PL)
PV: 12-0CC: 10-0DC: 11-0
1. making a difference 9 6(S)
2. accountability 8 4(R)
3. commitment 8 5(I)
4. humor/ fun 8 5(I)
5. integrity 8 5(I)
6. continuous learning 7 4(I)
7. well-being (physical/ emotional/ mental/ spiritual)
7 6(I)
8. balance (home/work) 6 4(I)
9. family 6 2(R)
10. efficiency 5 3(I)
11. excellence 5 3(I)
12. honesty 5 5(I)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = OrganizationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. commitment 13 5(I)
2. humor/ fun 13 5(O)
3. making a difference 12 6(S)
4. balance (home/work) 11 4(O)
5. customer satisfaction 11 2(O)
6. continuous improvement
10 4(O)
7. employee fulfillment 10 6(O)
8. financial stability 8 1(O)
9. information sharing 6 4(O)
10. shared vision 6 5(O)
1. commitment 10 5(I)
2. customer collaboration 10 6(O)
3. teamwork 10 4(R)
4. employee fulfillment 9 6(O)
5. continuous improvement
8 4(O)
6. accountability 7 4(R)
7. humor/ fun 7 5(O)
8. innovation 7 4(I)
9. making a difference 7 6(S)
10. shared vision 7 5(O)
11. trust 7 5(R)
Values Plot Copyright 2011 Barrett Values Centre December 2011
0%
0%
0%
3%
10%
11%
29%
14%
10%
23%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
2%
5%
8%
8%
27%
18%
5%
26%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
0%
5%
5%
8%
25%
24%
4%
28%
0% 20% 40%
1
2
3
4
5
6
7
Barrett Values Centre: Group (18)
C
T
S
Values Distribution Copyright 2011 Barrett Values Centre December 2011
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 53-23-24Entropy = 0%
CTS = 50-26-24Entropy = 3%
CTS = 53-28-19Entropy = 1%
Personal Values
Current Culture Values
Desired Culture Values
Barrett Values Centre: Group (18)
Current Culture Values Desired Culture Values
Finance Finance
Fitness Client Relations
Evolution Culture
Societal Contribution
Societal Contribution
Current Culture Desired Culture
Finance financial stability
Fitness accountability
Client Relations
customer satisfaction
customer collaboration
Evolution continuous improvement
continuous improvement
innovation
Culture
humor/ fun
balance (home/work)
employee fulfillment
shared vision
teamwork
employee fulfillment
humor/ fun
shared vision
trust
Societal Contribution
making a difference
making a difference
Business Needs Copyright 2011 Barrett Values Centre December 2011
Barrett Values Centre: Group (18)
Values Jumps Table Copyright 2011 Barrett Values Centre December 2011
Value CurrentCulture Votes
DesiredCulture Votes Jump
teamwork 4 10 6customer collaboration 5 10 5accountability 2 7 5innovation 2 7 5strategic alliances 0 5 5adaptability 1 5 4trust 4 7 3coaching/ mentoring 1 4 3leadership development 0 3 3professional growth 1 3 2employee recognition 0 2 2passion 0 2 2
Values JumpsA value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture.
21Analysis of 100 Leaders from Australia, Belgium, Brazil, Canada, Czech Republic, France, Germany, India, The Netherlands, Norway, Peru, Poland, South Africa, Sweden, Trinidad & Tobago, Turkey, UK, USA, and Venezuela.
22
Impact of Cultural Entropy
Cultural entropy represents the degree of dysfunction in a culture
Entropy Impact
0 -10% Healthy: This is a low and healthy level of cultural entropy.
11-20% Minor Issues: This level of cultural entropy reflects issues requiring cultural or structural adjustment.
21-30% Significant Issues: This level of cultural entropy reflects significant issues requiring cultural and structural transformation and leadership coaching.
31-40% Serious Issues: This level of entropy reflects serious problems requiring cultural and structural transformation, leadership development and coaching.
41%+ Critical Issues: This level of cultural entropy reflects critical problems requiring cultural and structural transformation, selective changes in leadership, leadership development and coaching.
23
Average Entropy in Organisations (2007-2011)
Total CVAs: 1,011Industries: 40Countries: 36
24
Values Alignment vs. Entropy Band
0-10% 11-20% 21-30% 31-40% >40%0
1
2
3
4
5
Entropy
Number of matching top ten Current and Desired Culture Values
25
Low entropy
High entropy
26
Impact of Personal Entropy
Personal entropy represents the degree of dysfunction of an individual
Entropy Impact
0 -6% Healthy: Authentic individual. Decision-making not driven by fears.
7-10% Minor Issues: Requiring leaders to examine how their behaviours and actions are affecting people around them, their decision-making processes or their degree of work/life balance.
11-15% Significant Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals.
16-20% Serious Issues: Requiring leaders to examine how their behaviours may be compromising relationships with peers and subordinates, and negatively impacting their goals.
21%+ Critical Issues: Requiring leaders to examine how their behaviours might be compromising their personal integrity and their ability to inspire and lead the people around them.
27
Cultural Evolution Begins with Personal Evolution
The culture ofan organisationis a reflectionof the 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
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
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
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 Values Leader’s Values
28
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
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
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
LV A Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7% Personal Entropy 9%
Culture Values Leader’s Values
The culture ofan organisationis a reflectionof the leadership consciousness.
29
Organisational (Cultural) Values Assessments
30
Based on the Four Quadrants of Ken Wilber
Whole System Transformation (Evolution)
Interior Exterior
Individual
Collective
Personality
Values and Beliefs of the
Leaders
Character
Actions and Behaviours
of the Leaders
Culture
Values and Beliefs of theOrganization
Society
Actions and Behaviours of the
Organization
31
Whole System Transformation (Evolution)
Interior Exterior
Individual
Collective
1
3
2
4
When the leaders values
change
The leaders behaviours
change
Thevalues of the organization
change
Behaviours of organization
change
32
Four Conditions for Whole System Change
Interior Exterior
Individual
Collective
Personality: Values and Beliefs of an Individual
Culture: Values and Beliefs of a Group
Social Structures:
Actions and Behaviours
of a Group
Character: Actions and
Behavioursof an
IndividualMission Alignm
entValu
es A
lignm
ent
Structural Alignment
Personal Alignment
The Four Conditions for Whole System Change
33
Four Conditions for Whole System ChangeMeasuring Entropy, Alignment and Resonance
Valu
es A
lignm
ent M
ission Alignment
Whole System Transformation
Personal Alignment
Structural Alignment
Cultural Entropy Lack of personal alignment and structural alignment creates personal entropy and cultural entropy
1
Values Alignmentcreates internal cohesion
2
Mission Alignment and shared purpose creates resonance
3
Employee Engagement
Entropy is the degree of dysfunction in a system (lack of cohesion, order, and structure). The amount of energy that is unavailable for useful work.
High entropy leads to low employee engagement. Low entropy leads to high employee engagement.
34
Leadership Values Assessments
35
Stages of Leadership Development
Stage 1: Personal Mastery
Overcoming the fears of the Ego to become viable and independent in your framework of existence
Stage 2: Internal Cohesion
Aligning the motivations of the Ego with the Soul (bonding) to become an authentic individual
Stage 3: External Cohesion
Cooperating with other individuals who share the same values and mission to leverage impact
Evol
utio
n
Stage 1: Team Mastery
Overcoming the fears of individual Team membersTo minimize cultural entropy
Stage 2:Internal Cohesion
Aligning the motivations of Team members with the mission of the Team for team alignment
Stage 3:External Cohesion
Cooperating with other Teams who share the same values and vision
Stage 1: Personal Mastery
Overcoming the fears of individual Staff members to minimize cultural entropy
Stage 2:Internal Cohesion
Aligning the motivations of Staff members with the vision and values of the Organization
Stage 3:External Cohesion
Cooperating with other Organizations who share the same values and vision
Leading Self Leading a Team Leading an
Organisation
36
Models and Tools for Personal and Cultural Transformation
1998 20111995 2006
Personal Growth and
Transformation
Organisational Growth and
Transformation.Measuring
Consciousness by Mapping
Values
Implementing Cultural
Transformation.Eight Years
Experience of Measuring
Personal and Organisational Consciousness and Exploring Whole System
Change
A Text Book, Web Site, and
Learning System for the 21st
Century Leader and a Manual for Evolutionary
Coaching
37
Love, Fear and the Destiny of Nations
Volume 1: The Impact of the Evolution of
Consciousness on World Affairs
Volume 2: Building Successful
Communities and Nations
Spring 2012 Spring 2013
38
Nedbank, South Africa: An Example of Cultural Evolution
39
Nedbank and CTT
40
Entropy 14%Entropy 25% Entropy 19% Entropy 17%
Nedbank: Current Culture Evolution
1. cost-consciousness2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven7. bureaucracy (L)8. results orientation 9. client satisfaction10. silo mentality (L)
2005
1. cost-consciousness2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven7. profit8. bureaucracy (L)9. teamwork 10. community involvement
2006
1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness5. community involvement6. performance driven 7. profit8. achievement9. being the best 10. results orientation
2007 2008
1. accountability2. client-driven 3. client satisfaction 4. community involvement 5. achievement6. cost-consciousness7. teamwork8. performance driven9. being the best 10. delivery
4 matches4 matches3 matches 5 matches
41
Entropy 13% Entropy 13% Entropy 11%
Nedbank: Current Culture Evolution
2009 2010 2011
6 matches6 matches6 matches
1. accountability2. client-driven 3. client satisfaction 4. cost-consciousness5. community involvement 6. achievement7. teamwork 8. employee recognition 9. being the best10. performance driven
1. accountability2. client satisfaction 3. client-driven 4. teamwork5. brand reputation6. being the best7. achievement8. commitment9. community involvement10. cost-consciousness
1. accountability2. client-driven 3. client satisfaction4. brand reputation5. achievement6. teamwork7. environmental awareness8. commitment9. being the best10. cost-consciousness
42
Nedbank: Group (2011)
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)= 2-2-5-1 | IROS (L)= 0-0-0-0 IROS (P)= 3-3-4-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 2CC - DC 6PV - DC 4
Health Index (PL)
PV: 10-0CC: 10-0DC: 10-0
1. accountability 8576 4(R)
2. honesty 6133 5(I)
3. commitment 5221 5(I)
4. respect 4420 2(R)
5. family 4057 2(R)
6. integrity 4023 5(I)
7. caring 3568 2(R)
8. balance (home/work) 3526 4(I)
9. responsibility 3279 4(I)
10. efficiency 3085 3(I)
1. accountability 5464 4(R)
2. client-driven 4571 6(O)
3. client satisfaction 3486 2(O)
4. brand reputation 2740 3(O)
5. achievement 2491 3(I)
6. teamwork 2408 4(R)
7. environmental awareness
2372 6(S)
8. commitment 2263 5(I)
9. being the best 2218 3(O)
10. cost-consciousness 2187 3(O)
1. accountability 6987 4(R)
2. balance (home/work) 4183 4(O)
3. client-driven 3864 6(O)
4. client satisfaction 3742 2(O)
5. employee recognition 3297 2(R)
6. honesty 3053 5(I)
7. commitment 2953 5(I)
8. achievement 2809 3(I)
9. teamwork 2744 4(R)
10. employee satisfaction 2687 2(O)
Values Plot Copyright 2011 Barrett Values Centre April 2011
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = OrganizationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
43
1%
0%
1%
5%
16%
16%
26%
4%
7%
24%
0% 20% 40%
1
2
3
4
5
6
7
3%
3%
5%
5%
11%
20%
13%
14%
6%
20%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
0%
5%
15%
16%
21%
12%
5%
25%
0% 20% 40%
1
2
3
4
5
6
7
Nedbank: Group (2011)
C
T
S
Values Distribution Copyright 2011 Barrett Values Centre April 2011
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 37-24-39Entropy = 2%
CTS = 33-20-47Entropy = 11%
CTS = 38-25-37Entropy = 1%
Personal Values
Current Culture Values
Desired Culture Values
44
25%
19%17%
14% 13% 13%11%
0%
5%
10%
15%
20%
25%
2005 2006 2007 2008 2009 2010 2011
Nedbank: Cultural Evolution
Entropy reduction leads to improved performance—increased revenues, profits and share price. Working toward entropy of <10% will result in healthy functioning of the organisation and improvement of staff morale.
Entropy Scores
Entropy risk bands
0 -10% Healthy functioning11-20% Some problems 21-30% Significant problems 31-40% Serious situation 41%+ Critical situation
45
Nedbank: Response Rate to Values Survey
1827
6083
10155
14091
1820620184
22102
0
4000
8000
12000
16000
20000
24000
2005 2006 2007 2008 2009 2010 2011
28,898 employees in 2009
Responses
nu
mb
er
of
pa
rtic
ipa
nts
46
Nedbank: Staff Engagement
Nedbank Staff Survey Scores
59.6% 66.3%71.5% 75.1% 79%
67% 71%
0%20%40%60%80%
100%
2005 2006 2007 2008 2009 2010 2011
47
Nedbank: Financial Impact of Cultural Evolution
78
100
134 136
96
124 130
0
20
40
60
80
100
120
140
160
2004 2005 2006 2007 2008 2009 2010
Closing share price (Rand)
Nedbank: Impact on Financial Performance
48
Nedbank: Financial Impact of Cultural Evolution
1402715809
18948
22428 22077 2157023630
0
5000
10000
15000
20000
25000
2004 2005 2006 2007 2008 2009 2010
Revenue Rm (operating income)
Nedbank: Impact on Financial Performance
49
National and Regional Values Assessments
50
National Values AssessmentsDenmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
AustraliaUK North West) BrazilFinland
Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland
51
Cultural Entropy in Nations
Bhutan 20
08
Denmar
k 2008
Switzerl
and 20
11
Canad
a 200
9
Sweden
2010
UK Nor
th West
2010
South A
frica
2011
Australi
a 200
9
Finland 20
10
Brazil
2010
Belgium 20
10
Latvia
2007
US 2011
Icelan
d 2010
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
6%
21%26%
32% 34%
43% 44%47% 48%
51% 53% 54% 56%
63%
Cultural entropy is a measure of the dysfunction, anxiety and fear in a social system
52
Iceland
Iceland Economic Collapse 2008
53
Iceland: August 2008 (635)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL= 11-0 | IRS (P)= 6-5-0 | IRS (L)= 0-0-0 PL= 2-8 | IROS (P)= 1-0-1-0 | IROS (L)= 2-3-3-0 PL= 10-0 | IROS (P)= 3-2-3-2 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 0PV - DC 4
1. family 420 Level 2
2. honesty 297 Level 5
3. responsibility 258 Level 4
4. accountability 225 Level 4
5. financial stability 185 Level 1
6. trust 181 Level 5
7. friendship 175 Level 2
8. positive attitude 175 Level 5
9. humor/fun 158 Level 5
10. adaptability 155 Level 4
11. respect 155 Level 2
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = organisationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. materialistic (L) 419 Level 1
2. short-term focus (L) 324 Level 1
3. educational opportunities 275 Level 3
4. uncertainty about the future (L)
275 Level 1
5. corruption (L) 269 Level 1
6. elitism (L) 264 Level 3
7. material needs 224 Level 1
8. wasted resources (L) 207 Level 3
9. gender discrimination (L) 196 Level 2
10. blame (L) 177 Level 2
1. accountability 352 Level 4
2. family 307 Level 2
3. employment opportunities 281 Level 1
4. financial stability 249 Level 1
5. optimism 233 Level 5
6. dependable public services 228 Level 3
7. honesty 222 Level 5
8. social responsibility 174 Level 4
9. human rights 163 Level 7
10. poverty reduction 160 Level 1
Values Plot Copyright 2008 Barrett Values Centre September 2008
The values that are important to citizens in their personal lives.
How citizens experience the country - What is working well? What is undermining the sustainability
of the country.
What citizens
believe is necessary
for the country to achieve its
full potential
54
2%
2%
0%
10%
17%
8%
24%
7%
8%
23%
0% 20% 40%
1
2
3
4
5
6
7
29%
13%
12%
5%
3%
9%
4%
7%
6%
12%
0% 20% 40%
1
2
3
4
5
6
7
0%
0%
0%
13%
11%
11%
18%
9%
11%
27%
0% 20% 40%
1
2
3
4
5
6
7
Iceland: August 2008 (635)
C
T
S
Values Distribution Copyright 2008 Barrett Values Centre September 2008
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 39-23-38Entropy = 4%
CTS = 17-12-71Entropy = 54%
CTS = 38-27-35Entropy = 0%
Personal Values
Current Culture Values
Desired Culture Values
55
Iceland: August 2008 (635) Potentially Limiting Values
Potentially Limiting Values (votes)
materialistic (419)short-term focus (324)
uncertainty about the future (275)corruption (269)
elitism (264)wasted resources (207)
gender discrimination (196)blame (177)
ethnic discrimination (171)bureaucracy (158)
56
Iceland
Iceland National Assembly 2009/2010
1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 VolunteersThemes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare,
Sustainability
57
USA 2009
US Government forced to bail out banks and industry -2007 / 2008
58
USA: Group (1502)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-3-4-0 IROS (P)= 2-1-3-4 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 0PV - DC 1
Health Index (PL)
PV: 11-0CC: 0-10DC: 10-0
1. family 691 2(R)
2. caring 657 2(R)
3. honesty 576 5(I)
4. humor/fun 548 5(I)
5. compassion 469 7(R)
6. responsibility 461 4(I)
7. friendship 407 2(R)
8. respect 392 2(R)
9. accountability 388 4(R)
10. independence 359 4(I)
11. patience 359 5(I)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = OrganizationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. corruption (L) 748 1(O)
2. blame (L) 681 2(R)
3. bureaucracy (L) 681 3(O)
4. crime/violence (L) 628 1(R)
5. uncertainty about the future (L)
567 1(I)
6. wasted resources (L) 552 3(O)
7. materialistic (L) 527 1(I)
8. unemployment (L) 466 1(O)
9. conflict/aggression (L) 426 2(R)
10. poverty (L) 358 1(I)
1. accountability 703 4(R)
2. concern for future generations
516 7(S)
3. employment opportunities 497 1(O)
4. caring for the elderly 467 4(S)
5. affordable housing 429 1(O)
6. peace 429 7(S)
7. caring for the disadvantaged 398 4(S)
8. financial stability 368 1(I)
9. quality of life 335 6(I)
10. poverty reduction 325 1(O)
Values Plot Copyright 2009 Barrett Values Centre January 2009
59
3%
2%
1%
4%
18%
11%
27%
5%
9%
19%
0% 20% 40%
1
2
3
4
5
6
7
27%
12%
13%
4%
3%
8%
5%
9%
7%
13%
0% 20% 40%
1
2
3
4
5
6
7
2%
1%
2%
11%
6%
12%
14%
13%
17%
22%
0% 20% 40%
1
2
3
4
5
6
7
USA: Group (1502)
C
T
S
Values Distribution Copyright 2009 Barrett Values Centre January 2009
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 41-19-40Entropy = 6%
CTS = 21-13-66Entropy = 52%
CTS = 44-22-34Entropy = 5%
Personal Values
Current Culture Values
Desired Culture Values
60
Bhutan
Bhutan prioritise *GNH above GDP(*Gross National Happiness)
61
Bhutan: Group (403)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 4-4-1 | IRS (L)= 1-0-0 IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0
Matches
PV - CC 1CC - DC 6PV - DC 2
Health Index (PL)
PV: 9-1CC: 11-0DC: 10-0
1. friendship 180 2(R)
2. continuous learning 160 4(I)
3. compassion 128 7(R)
4. caution (L) 122 1(I)
5. sincerity 121 5(I)
6. social justice 118 7(S)
7. self-discipline 102 1(I)
8. optimism 95 5(I)
9. helpfulness 94 2(R)
10. caring 92 2(R)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = OrganizationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. continuous improvement 195 4(O)
2. environmental protection
104 1(O)
3. strict moral/religious codes
104 3(O)
4. political rights 102 3(O)
5. education 100 4(O)
6. nature conservancy 91 6(S)
7. shared vision 90 5(O)
8. information availability 88 3(O)
9. shared values 88 5(O)
10. contentment 87 5(I)
11. social justice 87 4(S)
1. education 115 4(O)
2. continuous improvement 113 4(O)
3. freedom of speech 113 4(O)
4. economic growth 107 1(O)
5. social justice 100 4(S)
6. contentment 93 5(I)
7. environmental protection 89 1(O)
8. compassion 83 7(R)
9. full employment 82 3(O)
10. strict moral/religious codes
82 3(O)
Values Plot Copyright 2009 Barrett Values Centre January 2009
62
3%
1%
2%
5%
12%
10%
25%
10%
14%
19%
0% 20% 40%
1
2
3
4
5
6
7
2%
1%
1%
8%
8%
13%
18%
10%
9%
32%
0% 20% 40%
1
2
3
4
5
6
7
2%
1%
1%
8%
8%
12%
17%
10%
11%
31%
0% 20% 40%
1
2
3
4
5
6
7
Bhutan: Group (403)
C
T
S
Values Distribution Copyright 2009 Barrett Values Centre January 2009
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 49-19-32Entropy = 6%
CTS = 37-32-31Entropy = 4%
CTS = 38-31-31Entropy = 4%
Personal Values
Current Culture Values
Desired Culture Values
63
Canadian National Assessment: Group (1250)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-0-2-1 | IROS (L)= 1-1-4-0 IROS (P)= 0-1-5-4 | IROS (L)= 0-0-0-0
MatchesPV - CC 0CC - DC 1PV - DC 0
Health Index (PL)
PV: 10-0CC: 4-6
DC: 10-0
1. honesty 577 5(I)
2. family 481 2(R)
3. caring 436 2(R)
4. humor/fun 427 5(I)
5. respect 371 2(R)
6. friendship 360 2(R)
7. responsibility 353 4(I)
8. positive attitude 324 5(I)
9. trust 322 5(R)
10. patience 313 5(I)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = OrganizationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. bureaucracy (L) 471 3(O)
2. human rights 444 7(S)
3. freedom of speech 375 4(O)
4. wasted resources (L) 371 3(O)
5. unemployment (L) 304 1(O)
6. crime/violence (L) 299 1(R)
7. law enforcement 284 3(O)
8. corruption (L) 274 1(O)
9. uncertainty about the future (L)
272 1(I)
10. quality of life 259 6(I)
1. accountability 511 4(R)
2. caring for the elderly 461 4(S)
3. affordable housing 450 1(O)
4. effective healthcare 400 1(O)
5. caring for the disadvantaged
377 4(S)
6. concern for future generations
356 7(S)
7. poverty reduction 342 1(O)
8. employment opportunities 337 1(O)
9. human rights 320 7(S)
10. governmental effectiveness
317 3(O)
Values Plot Copyright 2009 Barrett Values Centre May 2009
64
2%
2%
1%
6%
17%
10%
29%
7%
8%
18%
0% 20% 40%
1
2
3
4
5
6
7
16%
6%
10%
6%
4%
10%
6%
12%
12%
19%
0% 20% 40%
1
2
3
4
5
6
7
2%
1%
2%
14%
5%
12%
12%
15%
15%
23%
0% 20% 40%
1
2
3
4
5
6
7
Canadian National Assessment: Group (1250)
C
T
S
Values Distribution Copyright 2009 Barrett Values Centre May 2009
C = Common GoodT = TransformationS = Self-Interest
Positive ValuesPotentially Limiting Values
CTS = 44-18-38Entropy = 5%
CTS = 30-19-51Entropy = 32%
CTS = 42-23-35Entropy = 5%
Personal Values
Current Culture Values
Desired Culture Values