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The Ego-Soul Dynamics of Depression at Work
Richard Barrett
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
WHO AM I?
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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.
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… powerful metrics to support leaders in building values-
driven organizations and values-driven
societies.
provides …
Phil Clothier, CEO of Barrett Values Centre.
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Key Stats:Founder: Richard BarrettSince: 1997Scale: Over 6000 organisations use CTT assessments in 94 countiesValues Assessments for:Individuals, Leaders (360°), Teams Corporations, Governments, NGOs, Schools, Communities and NationsGlobal Network: Over 5,000 Certified Practitioners and Consultants
Supporting Leaders in Building Values-Driven Organisations
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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
1998 2006 2010 20111995
2012 2013 2014 2015 2016
MY BOOKS
1995
2012
BOOKS ABOUT PERSONAL TRANSFORMATION
1998 2006
2013
BOOKS ABOUT ORGANIZATIONAL TRANSFORMATION
2011
2015
BOOKS ABOUT NATIONAL TRANSFORMATION
2010
2014
BOOKS ABOUT LEADERSHIP
Books about Psychology
2013 2014 2016
These are the books I will be referring to today.
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“Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frameworks 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.
WHAT REVIEWERS ARE SAYING …
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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.“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
WHAT REVIEWERS ARE SAYING …
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“A brilliant synthesis of the psychology of the future.” John Gray, author of Men Are From Mars, Women Are From Venus
“Richard’s brilliant book redefines the meaning of well-being for the 21st century. A must read!” Patricia Aburdene, author of Megatrends 2010: The Rise of Conscious Capitalism and Conscious Money.
“A brilliant book that will challenge your understanding of who you are and the world in which you live. Highly recommended.” John Mackey, co-Founder and co-CEO, Whole Foods Market.
Available August 2016
WHAT REVIEWERS ARE SAYING …
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
IN ORDER TO UNDERSTAND THE EGO-SOUL DYNAMICS OF
DEPRESSION WE MUST ADDRESS THE PROBLEM OF IDENTITY
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Let’s do an exercise
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EXERCISE
I am going to make a series of statements.
If the statement is true for you, please stand up.
Otherwise remain seated.
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Who are you?
EXERCISE(Practice run)
I have a television
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Who are you?
EXERCISE(Practice run)
I am a television
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Who are you?
EXERCISE(Now the real thing)
I have a body
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Who are you?
EXERCISE(Now the real thing)
I am a body
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Who are you?
EXERCISE
I have an ego
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Who are you?
EXERCISE
I am an ego
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Who are you?
EXERCISE
I have a soul
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Who are you?
EXERCISE
I am a soul
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Who are you?
EXERCISE3 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?
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Progression in Enlightenment
1. I have a soul 2. I am a soul3. Your soul has you
A fundamental shift in IDENTITYA shift from 3-D awareness to 4-D awareness
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
… WE MUST ALSO SOLVE THE PROBLEM OF PERSPECTIVE
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an
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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.
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FIVE FINGER EXERCISE
FLATLAND
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Our physical senses are only tuned in to interpreting what is happening in our 3-D material reality—a narrow band of frequencies.
As long as we identify with our physical body and its senses, we will be unaware of what is happening in our 4-D energetic reality.
PERCEPTION
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Three-dimensional reality
SEPARATION
THE COMB ANALOGY
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Four-dimensional reality
CONNECTION
THE COMB ANALOGY
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Perception is the root of reality. Because of our limited senses we can only perceive a small spectrum of frequencies.
What you perceive and believe becomes your reality.
The only thing stopping you from identifying with your soul are the beliefs of the ego about who you are and the world in which you live.
PERCEPTION
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SOUL Four-dimensional energetic awareness
(The reality of the soul)
BODY MINDScience Psychology
Three-dimensional material awareness
(The reality of the ego)
EGO AND SOUL AWARENESS
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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.
FOUR DIMENSIONAL AWARENESS
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Properties of 3-D ego awareness
Properties of 4-D soul awareness
Time Timelessness
Space Omnipresence
Matter Energy
PROPERTIES OF EGO AND SOUL AWARENESS
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The ego’s 3-D experience of reality
The soul’s 4-D experience of reality
Death and decay Being
Separation Connection
Limitation Possibility
Lack Abundance
FEAR LOVE
THE EGO’S AND SOUL’S EXPERIENCE OF REALITY
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What separates us from our souls (energetically) are the ego’s conscious and subconscious fear-based beliefs—your belief in separation, limitation, lack, death and decay (personal entropy).
The four-dimensional energetic soul lives in an energetic field of love energy—abundance, possibility, connection and being.
EGO-SOUL SEPARATION
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Ego’s material awareness
Soul’s energetic awareness
Death and decay Being
Separation Connection
Limitation Possibility
Lack Abundance
FEAR LOVE
THE SHIFT FROM EGO TO SOUL AWARENESS
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If you want to be happy and find meaning in your life
then this is what you must focus on.
The soul’s 4-D experience of reality
Being
Connection
Possibility
Abundance
LOVE
THE SOUL’S EXPERIENCE OF REALITY
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
WITH THIS BACKGROUND ON IDENTITY AND PERSPECTIVE WE CAN NOW
DISCUSS DEPRESSION AND WELL-BEING IN THE CONTEXT OF EGO-SOUL
DYNAMICS
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
A THEORY OF EMOTIONS
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My theory of emotions starts from the premise that all emotions are a reflection of energy shifts: a sudden increase or decrease in the amplitude of vibration of our energy field caused by the body’s or the ego’s reaction to changes in their external environment.
A positive energy shift enhances the stability of the human energy field, thereby supporting the health of the body. A negative energy shift diminishes the stability of the human energy field thereby inhibiting the health of the body.
A THEORY OF EMOTIONS
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POSITIVE EMOTIONSMeeting the needs of the ego—happiness Meeting the desires of the soul—joy
NEGATIVE EMOTIONS Not meeting the needs of the ego—anger Not meeting the desires of the soul—sadness Emotional needs might not be met—anxiety Body needs might not be met—fear
THE SIX BASIC EMOTIONS
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THE SIX BASIC EMOTIONS
Ego emotion Body emotion (feeling)
Soul emotion(feeling)
Needs/desires met Happiness (alive) Joy
Needs/desires might not be met Anxiety Fear (not applicable)
Needs/desires not met Anger (distress) Sadness
(depression)
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HAPPINESS
Happiness is the automatic energetic reaction that arises when we release the anxieties we have about not being able to meet one of our deficiency needs or when a potential threat to a need we have already satisfied is removed.
Once the anxiety is released, happiness is felt but quickly dissipates. When we are able to master our deficiency needs, we experience the feeling of contentment. Happiness is linked to the following feelings: relief, pride, pleasure, satisfaction and cheerfulness.
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JOY
Joy arises from the delight of the soul about getting its desires satisfied. Joy is the longest lasting positive emotion because it is linked to a sense of fulfilment.
Happiness quickly dissipates because it is linked to the release of fear. Joy is associated with the following feelings: optimism, enthusiasm, commitment, expression, creativity, connection, trust, and contribution.
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FEAR
Fear is the basic emotion shared by all living organisms. Fear is a present moment experience of the possibility of not getting your needs met. As soon as a threat disappears, the fear associated with the threat dissipates quickly. Fear is linked to the following feelings: shame, guilt, worry, distress, horror, shock, terror and fright. Thus, we can state:
A threat to our needs Fear
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ANXIETY
Whereas fear is a present moment experience of the possibility of not getting your needs met, anxiety is a present moment experience of the possibility of not getting your needs met in the future.
Anxiety about being punished for something you did, for example, is an experience of the possibility of not getting your love and safety needs met in the future.
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ANGER
Anger is the emotional upset associated with coming to terms with the implications arising from a need not being met.
The more attached we were to satisfying a particular need, the angrier we become when that need is not met or when we believe it might not be met.
Unmet need Anger
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ANGER
We suppress our anger when we feel vulnerable: when we believe that expressing our anger could compromise our ability to get one of our other deficiency needs met.
This is why children suppress their anger towards their parents. If they expressed their true feelings, they would risk compromising getting their needs met in the future.
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ANGER AND DEPRESSION
Anger/hatred turned inwards Depression
Hatred is the most physiologically damaging of all the feelings associated with anger, especially when your hate is turned inwards; when you believe you are the cause of the reason for not getting your needs met.
Hatred of others creates external separation; hatred of self creates internal separation; the ego’s separation from the soul.
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SADNESS
When the ego is unable to get its needs met, it experiences anger.
When the soul is unable to get its desires met, it experiences sadness.
When the sadness of the soul accumulates, we experience depression.
Unmet ego needs Unmet soul desires Sadness Depression
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DEPRESSION SICKNESS AND SUICIDE
When the soul continuously experiences sadness—when the ego consistently fails to get its deficiency needs met—the soul’s will to be present in 3-D awareness begins to wane.
When the soul’s will to be present wanes, the body’s will to stay alive weakens and the ego’s will to survive declines.
When the body’s will to stay alive weakens, the body’s immune system becomes compromised. When the ego’s will to survive declines, the ego begins to contemplate suicide.
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A measure of your ability to meet the needs you have at the stage of
psychological development you are at (personal mastery) and the needs of the stages of psychological development you
have passed through.
DEFINITION OF WELL-BEING
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Flourishing occurs towards the end of the second part of our lives after we have
mastered the seven stages of psychological development…
and we are able to live in full-spectrum consciousness
FLOURISHING
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Living in internal alignment (coherence)
Living in external alignment (cohesion)
You must experience both at the same time to feel a sense of well-being
TWO PARTS TO WELL-BEING
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Internal alignment = Personal alignment
External alignment = Cultural alignment
You must experience both at the same time to feel a sense of well-being
TWO PARTS TO WELL-BEING
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If you do not have personal alignment, it doesn’t matter what cultures you live in, you won’t be able to feel a sense of well-being. You will never be happy and find
meaning.
PERSONAL ALIGNMENT IS PRIMARY
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If you do have personal alignment, the cultures you live in
matter significantly.
They can support you in finding well-being or they can hinder you
in finding well-being.
IMPACT OF CULTURAL ALIGNMENT
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A measure of your ability to meet the needs you have at the stage of
psychological development you are at (personal mastery) and the needs of the stages of psychological development you
have passed through.
LET’S GO BACK TO OUR DEFINITION OF WELL-BEING
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Serving
Integrating
Self-actualising
Individuating
Differentiating
Conforming
Surviving Evol
ution
of P
erso
nal C
onsc
ious
ness
WHAT ARE THE STAGES OF PSYCHOLOGICAL DEVELOPMENT?
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Serving 60+ years
Integrating 50-59 years
Self-actualising 40-49 years
Individuating 25-39 years
Differentiating 8-24 years
Conforming 3-7 years
Surviving 0- 2 years Evol
ution
of P
erso
nal C
onsc
ious
ness
WHEN DO THEY OCCUR?
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Contribution
SOUL DESIRES Connection
Self-expression
START OF EGO-SOUL ALIGNMENT Freedom and autonomy
Security—recognition
EGO NEEDS Safety—belonging
Survival—competence Evol
ution
of P
erso
nal C
onsc
ious
ness
EGO NEEDS AND SOUL DESIRES
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In his book, Towards a Psychology of Being, Abraham Maslow asks the question: “How does growth happen?” He answers in the following way:
The single holistic principle that binds together the multiplicity of human motives is the tendency for a new and higher need to emerge as a lower need fulfils itself by being sufficiently gratified.
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Abraham Maslow calls our ego needs deficiency needs and the needs of our higher self (soul) growth needs.
Man’s higher nature rests on his lower nature, needing it as a foundation. The best way to develop this higher nature is to fulfil and gratify the lower nature first … (happiness).…satisfying our deficiencies avoids illness; growth satisfactions produce positive health … (meaning).
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Ego needs and Soul desires
Contribution
GROWTH NEEDS Connection
Self-expression
START OF EGO-SOUL ALIGNMENT Freedom and autonomy
Security—recognition
DEFICIENCY NEEDS Safety—belonging
Survival—competence Evol
ution
of P
erso
nal C
onsc
ious
ness
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Roberto Assagioli makes the following observation about the link between values and stages of development:
The existence of different levels of being having different values is an evident and undeniable manifest-ation of the great law of evolution, as it progresses from simple and crude stages to more refined and highly organized ones.
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Whatever we need is what we value.
Our values are a reflection of our needs.
Values are the energetic drivers of our aspirations and intentions.
Map your values: www.valuescentre.com/pva
NEEDS AND VALUES
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Because the ego believes it inhabits a body and lives in a material world, it thinks it can die.
Because it thinks it can die, it thinks it has needs, and because it thinks it has needs, it develops fears about not being able to get its needs met.
NEEDS AND FEARS
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The ego has needs and the soul has desires.
When the ego fails to get its needs met we feel anxious and fearful.
When the soul fails to get its desires met we feel sad and depressed.
EGO NEEDS AND SOUL DESIRES
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When you are able to meet your deficiency needs you feel happy and at ease with the world.
When you are unable to meet your deficiency needs you feel unhappy, anxious, fearful and may become depressed or suicidal.
When you are able to meet your growth needs, you want more. You feel joyful.
MEETING YOUR DEFICIENCY NEEDS
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Your ego is a field of conscious awareness that identifies with your physical body and material awareness.
The ego is not who you are. It is the mask you wear to get your needs met in the cultural framework of your material three-dimensional framework of existence.
Ego = False Self
WHAT IS AN EGO?
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“A man without a mask is indeed very rare. One even doubts the possibility of such a man. Everyone in some measure wears a mask.”
R. D. LaingThe Divided Self
THE EGO MASK
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Your soul is an individuated aspect of the universal energy field from which everything in our physical world derives its being.
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.
WHAT IS A SOUL?
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Soul Self = True Self + Unique Self
At the level of the true Self, we all share the same values. At the level of the unique self, we all have different skills, gifts, and talents. This, I believe, is what Maslow was referring to when he wrote:
“Each person’s inner nature is in part unique to himself and in part species-wide.”
THE TWO ASPECTS OF THE SOUL
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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.
THE REALITY OF THE SOUL
2013 2014 2016
These are the books I will be referring to today.
BOOKS ABOUT PSYCHOLOGY
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What is different about these books compared to almost all other works on the topics of stages of development and human well-being is that they explore psychological development from the perspective of the ego-soul evolutionary dynamic.
You will not find this approach in any scientific papers because the soul (sometimes called the higher-self or the inner core), along with the topic of consciousness, for the most part, is ignored by the academic world.
WHAT IS DIFFERENT ABOUT THESE BOOKS
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
WHAT IS THE EGO-SOUL DYNAMIC AND WHAT ARE THE SEVEN STAGES OF PSYCHOLOGICAL DEVELOPMENT
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A personal journeyEvery person is on an evolutionary journey of psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
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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
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All things being normal, the level of consciousness we operate from will
correspond to the stage of psychological development
we have reached.
LEVELS OF CONSCIOUSNESS
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Stages Levels of ConsciousnessServing SERVICE
Integrating MAKING A DIFFERENCE
Self-actualising INTERNAL COHESION
Individuating TRANSFORMATION
Differentiating SELF-ESTEEM
Conforming RELATIONSHIP
Surviving SURVIVAL Evol
ution
of P
erso
nal C
onsc
ious
ness
STAGES AND LEVELS
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Surviving
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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INFANCY -2 Years Old
Staying alive! LEARNING TO CONTROL
Ability to get basic physiological needs met.
Surviving
Stage Motivation
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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Where does the will to survive come from?
You will not find the answer in any scientific papers.
The will to survive is the soul’s will to be present in 3-D material awareness.
The will to survive is the motivating force of the body-mind (reptilian mind/brain), the emotional-mind (limbic
mind/brain) and rational mind (neocortex mind/brain).
THE WILL TO SURVIVE
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Conforming
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD 3-7 Years Old
Keeping safe and secure!LEARNING TO BE LOVED
Ability to feel accepted and sense of belonging.
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The ego begins to form soon after the limbic mind/brain becomes dominant around the age of two and continues developing until our early 20s.
The soul mind creates the ego mind when it becomes overwhelmed by the pain of being present in 3-D material reality. This pain is caused by the energy of fear and separation.
Repression and dissociation
THE BIRTH OF THE EGO
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Stages of Psychological Development
Differentiating
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Differentiating
Stage Motivation
TEENAGER +8-24Years Old
Distinguishing yourself!LEARNING TO BE RECOGNIZED
Ability to feel respected and recognized by others.
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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The ego mind is comprised of the emotional mind (limbic mind/brain) and the rational mind (the neocortex mind/brain).
The will to keep safe and feel secure is how the ego interprets the soul’s will to be present in 3-D awareness.
The ego is the unknowing guardian of the soul’s incarnation intention.
THE EGO MIND
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Whereas the ego-mind is responsible for the survival, safety and security of the body in its
physical, social and cultural framework of existence, the body-mind is responsible for the homeostatic functioning of the physical body—
keeping the body alive.
THE EGO MIND AND THE BODY MIND
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INDIVIDUATING
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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INDIVIDUATING
Stage Motivation
YOUNG ADULT25-39 Years Old
Releasing your fears!ACCOUNTABILITY
Finding freedom and autonomy to understand
who you really are.
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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SELF-ACTUALIZING
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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SELF-ACTUALIZING
Stage Motivation
ADULTHOOD40-49 Years Old
Becoming who you are!SELF-EXPRESSION
Ability to satisfy your desire for meaning
and purpose.
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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INTEGRATING
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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INTEGRATING
Stage Motivation
MATURE ADULT50-59 Years OldAligning with others!
CONNECTIONAbility to satisfy the desire
to make a difference in your world.
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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SERVING
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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SERVINGStage Motivation
SENIOR60+ Years Old
Finding fulfilment! CONTRIBUTION
Ability to satisfy your desire to serve the
greater good.
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
UNDERSTANDING EGO-SOUL DYNAMICS
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Ego Development
Ego-Soul Alignment
Soul Emergence
SURVIVING
CONFORMING
DIFFERENTIATING
INDIVIDUATING
SELF-ACTUALIZING
INTEGRATING
SERVING
PSYC
HOLO
GICA
L DE
VELO
PMEN
T
STAGES OF PSYCHOLOGICAL DEVELOPMENT
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Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
ControlIf you have fears about surviving
you will not be able to self-express
Self-expressionEGO-SOUL ALIGNMENT
No existential fears
MASTERING SURVIVING PREPARES YOU FOR SELF-ACTUALIZING
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SOUL
EGO
BelongingIf you have fears about being accepted
you will not be able to connect
ConnectingIndividuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL ALIGNMENT
MASTERING CONFORMING PREPARES YOU FOR INTEGRATING
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SOUL
EGO
RecognitionIf you have fears about your self-worth
you will not be able to contribute
ContributingIndividuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL ALIGNMENT
MASTERING DIFFERENTIATING PREPARES YOU FOR SERVING
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A failure to master to ego stages of development results in mental and
physical disorders when you reach the soul stages of activation.
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Let us for a moment use the incidence of suicide as a proxy for the incidence of
depression (sadness of the soul) and show how the scale of suicide/depression relates to the stages of psychological
development.
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A FAILURE TO DIFFERENTIATE
Issue of Recognition
NUMBER OF SUICIDES BY AGE IN UK
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A FAILURE TO INDIVIDUATE
Issue of Autonomy
NUMBER OF SUICIDES BY AGE IN UK
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A FAILURE TO SELF-
ACTUALISEIssue of Self-Expression
NUMBER OF SUICIDES BY AGE IN UK
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A FAILURE TO INTEGRATE
Issue of Connection
NUMBER OF SUICIDES BY AGE IN UK
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A FAILURE TO SERVE
Issue of Contribution
NUMBER OF SUICIDES BY AGE IN UK
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Differentiating
8-24
Striving for Recognition
Self-actualizing
40-49
Striving for Self-expression
Individuating
25-39
Striving for Autonomy
Integrating
50-59
Striving for Connection
Serving
60+
Striving for Contribution
The key issues related to depression at work. The dysfunctions associated with a failure to meet the needs of a stage of development may show up in that stage or the
early years of the subsequent stage.
Age Overlap
Age Overlap
Age Overlap
Age Overlap
DEPRESSION AT DIFFERENT STAGES OF DEVELOPMENT
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The fears you develop during the first three stages of development can cause
stress and prevent you from fulfilling your soul’s desires, thereby leading
depression and sickness later in life.
THE IMPACT OF THE EGO’S UNMET NEEDS ON SOUL ACTIVATION
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1. … we believe we may not be able to cope with the demands that have been put on us.
2. … we believe the demands that are being put on will prevent us from getting our own needs met.
3. … we are afraid to confront those who are putting demands on us. The resentment thus created creates internal instability—lack of personal alignment.
STRESS OCCURS WHEN …
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1. Stress is not a derivative of what is going on in your life; it is a derivative of the meaning you give to what is going on in your life through your beliefs and your ability to cope. Stress originates from your fears, not from any external source (lack of personal alignment).
2. Your boss may press you to get a job done, but you are the one who converts this demand into stress. Without your inner fears, there is no pressure and stress, there is only what is.
STRESS
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1. … we allow the ego’s fear-based beliefs about meeting its deficiency needs prevent us from fulfilling the desires of our soul—lack of personal alignment.
OR
2. … the situation (cultural context) in which we find ourselves prevents or blocks us from meeting the needs of the stage of development we are at—lack of cultural alignment.
DEPRESSION OCCURS WHEN …
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We can get stressed, depressed and even suicidal when we allow our fear-based PROGRAMMING from the first three stages of development block us from meeting the needs of the stage of development we are at (lack of personal alignment).
OR
We can get stressed, depressed and even suicidal if the CONTEXT we are living in prevents us from meeting the needs of the stage of development we are at (lack of cultural alignment—parental, organizational, community).
IN OTHER WORDS …
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Cultural contexts that prevent us from meeting our needs and in particular the work context.
Any fear-based programming (lack of personal alignment) we have will acerbate the downward
spiral into depression or suicide due to lack of cultural alignment.
The focus of most of the rest of this presentation will be on:
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Surviving Stage (Survival): Parental (abandonment, uncaring, etc.)
Conforming Stage (Belonging) Parental (lack of acceptance and abuse, etc.)
Differentiating Stage (Recognition): Parental (lack of recognition, etc.) School (bullying) Community (discrimination)
CAUSES OF NEUROSIS AND DEPRESSION
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Individuating Stage (Autonomy): Work (high cultural entropy) Community (discrimination) National (lack of freedom and discrimination)
Self-actualizing Stage (Self-expression):
Work (high cultural entropy) Community (discrimination) National (lack of freedom and discrimination)
CAUSES OF NEUROSIS AND DEPRESSION
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Integrating Stage (Connection): Work (high cultural entropy) Community (discrimination) National (lack of freedom and discrimination)
Serving Stage (Contribution): Community (discrimination) National (lack of freedom and discrimination)
CAUSES OF NEUROSIS AND DEPRESSION
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MEASURING WELL-BEING AT WORK
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Our own lack of internal alignment—ego soul dynamics. Issues we have with regard to our unmet survival, relationship and self-esteem needs, and
The culture of the organization
The character and behaviour of our boss
WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK
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I am going to focus on these two issues in the remainder of this presentation:
The culture of the organization
The character and behaviour of our boss
WHAT PREVENTS US FROM FINDING WELL-BEING AT WORK
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MEASURING CULTURAL WELL-BEING IN AN ORGANIZATION
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Levels of Well-beingService 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 PerformanceSystems, 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.
`
CULTURAL WELL-BEING INDICATOR FOR ORGANIZATIONS
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Higher is only better if all the previous levels have positive values indicators. We need a strong foundation.
Well-Being Inhibitors
The presence of limiting values at the financial stability, harmonious relationships and high performance levels can lower the overall level of cultural well-being in an organization.
CULTURAL WELL-BEING INDICATOR
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Well-being Inhibitors
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
`
CULTURAL WELL-BEING INHIBITATORS
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1. Customer satisfaction2. Making a difference
3. Commitment4. Employee fulfilment
5. Continuous improvement6. Humour/fun7. Shared vision
8. Customer collaboration9. Balance (home/work)
10. Teamwork
CULTURAL WELL-BEING OF ORGANIZATION “A”
`
Top ten current culture values
Cultural Entropy = 7%
93%
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CULTURAL WELL-BEING OF ORGANIZATION “B”
`1. Long hours(L)2. Confusion (L)
3. Short-term focus (L)4. Blame (L)
5. Information hoarding (L)6. Manipulation (L)
7. Hierarchy (L)8. Results orientation
9. Bureaucracy (L)10. Quality
Top ten current culture values
Cultural Entropy = 47%
53%
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Customer satisfactionMaking a difference
CommitmentEmployee fulfilment
Continuous improvementHumour/funShared vision
Customer collaborationBalance (home/work)
Teamwork
ORGANIZATION “A”
Long hours(L)Confusion (L)
Short-term focus (L)Blame (L)
Information hoarding (L)Manipulation (L)
Hierarchy (L)Results orientation
Bureaucracy (L)Quality
ORGANIZATION “B”
High Well-being and Low
Cultural Entropy
7%
Low Well-being and High Cultural Entropy
47%
WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN
Stress InducingValues
No Stress
InducingValues
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
FULL CULTURAL VALUES ASSESSMENT RESULTS FOR ORGANIZATIONS
“A” AND “B”
Organization “A” (19 people)
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
Matches
PV - CC 4CC - DC 6
PV - 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)
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
Organization “A” (19 people)
Personal Values
Values DistributionCopyright 2015 Barrett Values Centre
Positive ValuesPotentially Limiting Values
Current Culture Values
Desired Culture Values
C
T
S 2
1
3
4
5
6
7
C = Common GoodT = TransformationS = Self-Interest
1
2
3
4
5
6
7
0% 20% 40% 60%
0%
0%
0%
5%
14%
9%
21%
25%
17%
9%
1
2
3
4
5
6
7
0% 20% 40% 60%
2%
0%
5%
6%
10%
4%
20%
28%
24%
1%
1
2
3
4
5
6
7
0% 20% 40% 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%
Organization “B” (35 people)
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 2016 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 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)
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
Organization “B” (35 people)
Personal Values
Values DistributionCopyright 2016 Barrett Values Centre
Positive ValuesPotentially Limiting Values
Current Culture Values
Desired Culture Values
C
T
S 2
1
3
4
5
6
7
C = Common GoodT = TransformationS = Self-Interest
1
2
3
4
5
6
7
0% 20% 40% 60%
2%
0%
0%
6%
10%
13%
21%
36%
7%
5%
1
2
3
4
5
6
7
0% 20% 40% 60%
11%
11%
25%
6%
6%
11%
16%
7%
5%
2%
1
2
3
4
5
6
7
0% 20% 40% 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 = 47% Cultural Entropy = 2%
High level of Cultural Entropy
= Low level of Employee
Engagement
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
WHAT IS CULTURAL ENTROPY?
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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 and cause employees to experience stress.
WHAT IS CULTURAL ENTROPY
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Cultural entropy significantly impacts employee engagement.
0% 5% 10% 15% 20% 25% 30%25%
35%
45%
55%
65%
75%
85%
Cultural Entropy
Empl
oyee
Eng
agem
ent
Low Entropy = High Engagement
High Entropy = Low Engagement
Cultural Entropy and Employee Engagement
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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
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Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of personal entropy of past leaders as embedded in the structures, systems, policies and procedures.
HOW DOES CULTURAL ENTROPY ARISE?
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MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MEASURING PERSONAL ENTROPY OF THE LEADERS
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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 the lack of personal well-being and personal mastery skills. Fear-driven energy arises from the conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.
WHAT IS PERSONAL ENTROPY?
Personal Well-being Indicator Levels of Well-being
Service to Humanity and the PlanetCompassion, Humility, Forgiveness, Ethics, Future Generations, Wisdom, Ease with Uncertainty.
Making a Difference in the CommunityActualising Meaning, Collaboration, Intuition, Mentoring, Empathy, Community Involvement.
Finding Meaning in ExistenceIntegrity, Authenticity, Creativity, Passion, Honesty, Trust, Fairness, Generosity, Humour/fun.
Continuous Growth and DevelopmentAdaptability, Continuous Improvement, Courage, Autonomy, Independence, Freedom.
Building a Sense of Self WorthPride in Self, Self-Reliant, Positive Self-image, Being the best, achievement, recognition.
Harmonious RelationshipsFamily, Friendship, Belonging, Caring, Open Communication, Listening.
Physical Survival and SafetyHealth, Nutrition, Financial Stability, Self-Discipline, Job security, Wealth.
`
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Each level corresponds to a separate stage of psychological development. See Annex.
Higher is only better if all the previous levels have been mastered—have positive values indicators.
PERSONAL WELL-BEING INDICATOR
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The presence of limiting values at the survival, relationships and self-worth levels can lower the overall level of personal well-being.
I am not enough I am not loved enough I do not have enough
PERSONAL WELL-BEING INHIBITOR
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Personal Well-Being Inhibitors
Well-being Inhibitors
Building a Sense of Self-worth Complacency, Arrogance, Image, Power-seeking, Status-seeking, Boasting, Lack of Confidence.
Harmonious RelationshipsBlame, Being Liked, Manipulation, Jealousy, Neediness, Relationship insecurity, Demanding.
Physical Survival and SafetyControl, Caution, Risk-averse, Greed, Job Insecurity, Short-term focus, Impatience.
`
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PERSONAL WELL-BEING OF LEADER “A”
`
Top ten values based on Feedback from collaborators
Personal Entropy = 8%
1. Vision2. Appreciative3. Enthusiasm
4. Making a difference5. Global perspective
6. Accessible 7. Authentic
8. Balance home/work 9. Experience10. Wisdom
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PERSONAL WELL-BEING OF LEADER “B”
`1. Long hours(L)2. Confusion (L)
3. Short-term focus (L)4. Blame (L)
5. Information hoarding (L)6. Manipulation (L)
7. Hierarchy (L)8. Results orientation
9. Bureaucracy (L)10. Quality
Personal Entropy = 27%
Top ten values based on Feedback from collaborators
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VisionAppreciativeEnthusiasm
Making a differenceGlobal perspective
Accessible Authentic
Balance home/work Experience
Wisdom
LEADER “A”
Long hours(L)Quality conscious
Drive and determinationAmbitious
Commitment Cautious (L)
Reliable Achievement Demanding (L)
Internally competitive (L)
LEADER “B”
Personal Entropy
8%
Personal Entropy
27%
WHICH LEADER WOULD BE THE LEAST STRESSFUL TO WORK FOR
Stress InducingValues
No Stress
InducingValues
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What Low Entropy Leaders Focus on …
Based on 3600 Leadership Values Feedback carried out on 100 leaders from 19 countries (2008-2010)
Commitment Controlling (L)Ambitious Results orientationDemanding (L)ExperienceGoals orientationAuthoritarian (L)Humor/fun Power (L)
Commitment Positive attitude Accessible Teamwork Trustworthy Integrity AccountabilityCustomer satisfactionEnthusiasm Fairness
Low Entropy Leaders (0-6%)
High Entropy Leaders (21%+)
Values that address employees needs and create internal cohesion
Internal Cohesion
Focus
Self- EsteemFocus
Stress InducingValues
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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 THREE MANTRAS OF ORGANIZATIONAL PERFORMANCE
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
Low Personal Entropy of Leader Creates Low Cultural Entropy Organization
Cultural Entropy 7%Personal Entropy 9%
Cultural ValuesLeader’s Values
The culture ofan organisationis a reflectionof 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 organisationis a reflectionof leadership consciousness.
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
High Personal Entropy of Leader Creates High Cultural Entropy Organization
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%
Cultural ValuesLeader’s Values
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LEADER’S VALUESWhich of the following values/behaviours most reflect how you operate? Pick ten.
ASSESSOR’S OBSERVED VALUES OF LEADERWhich 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
HOW TO MEASURE PERSONAL ENTROPY
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’s Perspective Observed Values by Assessors7654321
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=PositiveL=Potentially Limiting (white circle)
I=IndividualR=RelationshipO=OrganisationalS=Societal
Entropy = 27%
1
2
3
4
5
6
7
0% 20% 40% 60%
10%
50%
30%
10%
CTS = 40-50-10Entropy = 10%
CTS = 20-20-60
Entropy = 27%
Leader’s perspective
High Entropy Leader (20 Assessors)
Positive ValuesPotentially Limiting Values
Observed Values by Assessors
C
T
S
C=Common GoodT=TransformationS=Self-Interest
1
2
3
4
5
6
7
0% 20% 40% 60%
9%
8%
10%
1%
7%
25%
20%
12%
5%
3%
1
2
3
4
5
6
7
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
164
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MEASURING WELL BEING AT WORK
CULTURAL TRANSFORMATION TOOLS
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
165
CULTURAL TRANSFORMATION TOOLS FOR ORGANIZATIONS
Cultural Values AssessmentCultural Evolution ReportEspoused Values Analysis
Small Group (Team) AssessmentMerger/Compatibility ReportCustomer Values Assessment
CULTURAL WELL-BEING AND CULTURAL ENTROPY
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
166
CULTURAL TRANSFORMATION TOOLS FOR INDIVIDUALS
Self AssessmentPersonal Values Assessment
Individual Values Assessment
Feedback AssessmentIndividual Development ReportLeadership Development ReportLeadership Values Assessment
How aligned I am with my work place
culture.
Measures personal entropy.
PERSONAL WELL-BEING AND PERSONAL ENTROPY
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
167
If you want to find out more about
measuring cultural entropy and
personal entropy and creating a high
performance organization that
supports employee well-being.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
168
For more information:
Go to: www.valuescentre.com or www.richardbarrett.net
Contact Me: [email protected]