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Barrett Values Centre - Cultural Transformation Tools Overview
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www.valuescentre.com 1www.valuescentre.com
Cultural Transformation ToolsOverview 2010
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Internal External
Vision
Mission
The Values Centre Vision and Mission
PartnersTo be a global resource for the evolution of human consciousness
EmployeesTo build a worldwide network of change agents committed to cultural transformation
CustomersTo support leaders in building values-driven organisations
SocietyTo create a values-driven society
Employee fulfillment Commitment Shared Vision Customer satisfaction
Our Values
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Global Cultural Transformation Tools (CTT) Network
2,497 CTT consultants & change agents located in 68 countries
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Countries with CTT Network Consultants (68)
ArgentinaAustraliaBarbadosBelgiumBotswanaBrazilCanadaChileChinaColombiaCzech RepublicDenmarkDominican RepublicEcuadorEgyptFinlandFrance Germany GhanaGibraltarGreece
Hong KongHungaryIcelandIndiaIndonesiaIsraelItalyJapanKenyaKoreaLatviaLesothoLuxemburgMacedoniaMalaysiaMexicoNamibiaNetherlandsNew ZealandNicaraguaNorwayPanama
PolandPortugalPuerto RicoRussiaSenegalSeychellesSingaporeSloveniaSouth AfricaSpainSurinameSwedenSwitzerlandThailandTrinidad & TobagoTurkeyUkraineU A RUKUSAVenezuelaZimbabwe
CTT Consultants by Region (2497)
990
506
410343
165
6810 4
0
200
400
600
800
1000
1200
Global Distribution of CTT Consultants (2009)
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Use of CTT Values Assessments
330,469 people participated in 1,566 values assessments in 2009
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Relative Number of Assessments by Industry (2008)
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Sample of Clients
ANZ Bank Austin EnergyAveng GroupBanco Itau Banque PopulaireBC HydroBNP Paribas Securities ServicesChina MobileClub 21Deluxe CorporationHalmaHewitt AssociatesIBMING BankJohnson & JohnsonL’Oreal
MarsMcDonald’sNedBankNew LookNorthWestern EnergyNestleOntario PowerPfizerSasol GroupSkandiaTotal PetroleumUnileverVolvoWegmansWestpac
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Completed National Assessments
Denmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
AustraliaUK
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Customised Values Templates
customer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development, empowerment, strategic alliances, information sharing, professional development, global perspective, customer collaboration, productivity, respect, shared values, mentoring, work/life balancecustomer satisfaction, employee fulfillment, open communication, efficiency, quality, job security, shared vision, leadership development
Database includes 2000+ values
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Assessments available in 30 languages
AfrikaansBulgarianChinese (2)CzechDanishDutchEnglish (2)French (2)Finnish
FlemishGerman (2)HungarianIcelandicIndonesianItalianJapaneseMacedonianMalay
PolishPortugueseRomanianRussianSlovakianSpanish (2)Swedish
Survey Languages
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1. client satisfaction 2. making a difference3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics8. financial stability
1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit
What is culture?
Talent Financial viability
Excellence Ethics Capability
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Richard Barrett
Maslow’s Needs to Barrett’s Consciousness
Know and Understand
Physiological
Safety
Love & Belonging
Self-esteem
Self-Actualization
Abraham Maslow Know and
Understand
Needs Consciousness
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Cultural Transformation Tools
Assessment instruments for measuring the consciousness and mapping the values of individuals, teams and organisations
• Individual Values Assessment · Team Values Assessment· Cultural Values Assessment · Leadership Values Assessment· Merger and Acquisition Compatibility Assessment· Client Assessment of Corporate Values· Coach’s Values Assessment· School or Classroom Values Assessment· Community or National Values Assessment
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The Barrett Seven Levels of Consciousness Model
Self-esteem
Service
Making a Difference
Internal Cohesion
Transformation
Relationship
Survival Physical
Emotional
Mental
Spiritual
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Survival Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Personal
HealthFinancial stabilityJob insecurity, Caution
Organisational
ProfitShareholder valueEmployee health/safetyControl, Exploitation
National/Community
Economic stabilityProsperitySafetyCorruption, Poverty
PRIMARY FOCUS: Foundations for Survival
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Relationship Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
FamilyFriendshipDemanding, Being liked
Organisational
Customer satisfactionOpen communicationRespectBlame, Manipulation
National/Community
Conflict resolutionRacial harmonyTraditionsDiscrimination, Victimisation
PRIMARY FOCUS: Relationships & Connectivity
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Self-esteem Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
Self-confidenceSuccessArrogance, Perfectionism
Organisational
EfficiencyProductivityQualityBureaucracy, Complacency
National/Community
Rule of lawReliable infrastructureGovernment efficiencyWasted resources, Illiteracy
PRIMARY FOCUS: Self-esteem & Performance
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Transformation Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
CouragePersonal growthBalance (home/work)
Organisational
InnovationDiversityTeamwork
National/Community
EqualityFreedom of speechAdaptability
PRIMARY FOCUS: Learning & Continuous improvement
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Internal Cohesion Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
TrustEnthusiasmCreativity
Organisational
IntegrityCooperationShared vision
National/Community
DialogueTransparencyCapacity for collective action
PRIMARY FOCUS: Alignment & Authenticity
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Making a Difference Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
Coaching & MentoringVolunteer work
Organisational
Employee fulfilmentEnvironmental awarenessStrategic alliances
National/Community
Quality of lifeMutually beneficial alliancesLeadership
PRIMARY FOCUS: Collaboration & Partnerships
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Service Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Survival
Relationship
Personal
WisdomHumilityCompassion
Organisational
EthicsSocial responsibilityLong-term perspective
National/Community
Social justiceSustainabilityFuture generations
PRIMARY FOCUS: Selfless Service
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The Barrett Seven Levels of Organisational Consciousness
Positive Focus / Excessive Focus
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
SurvivalFinancial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed
Employee RecognitionLoyalty, 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 Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring
Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility
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Full Spectrum Story
• Level 7 – Ethical behaviour; doing things because it is the right thing to do. Long term perspective and serving the greater good.
• Level 6 – Collaborative working environment, win-win outcomes. Focus on leadership development that makes a difference. Sustainability and environmental awareness.
• Level 5 – Clear vision and the values are lived and demonstrated by the senior team in their decision making. High levels of trust and honesty.
• Level 4 – Staff feeling engaged and empowered. Business is continually improving and developing.
• Level 3 – High performing systems. E.g. Fast mortgage decisions and accurate statements. People feel a sense of pride when they tell others who they work for.
• Level 2 – Satisfied customers and staff. Respectful and open communication.
• Level 1 – Profitable, financially stable, fair prices and pay? Good working conditions.
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Full Spectrum Sustainability
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival Profit / Economic stability
Harmonious relationships
Organisational effectiveness
Continuous renewal
Cultural Alignment
Community/Environment
Society
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Full Spectrum Organisational Consciousness
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival Profit
Open communication
Productivity
Accountability
Creativity
Coaching/mentoring
Long-term perspective
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CBT Staff (154)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0 PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0 PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0
Matches
PV - CC 0CC - DC 1PV - DC 1
1. honesty 61 Level 5
2. commitment 60 Level 5
3. humor/fun 53 Level 5
4. reliability 51 Level 3
5. enthusiasm 44 Level 5
6. adaptability 43 Level 4
7. family 37 Level 2
8. integrity 34 Level 5
9. trust 34 Level 5
10. balance (home/work) 32 Level 4
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. cost reduction 76 Level 1
2. bureaucracy (L) 66 Level 3
3. confusion (L) 61 Level 3
4. profit 54 Level 1
5. information hoarding (L) 47 Level 3
6. short-term focus (L) 47 Level 1
7. hierarchical (L) 45 Level 3
8. results orientation 39 Level 3
9. client focus 38 Level 2
10. empire building (L) 36 Level 2
1. client satisfaction 66 Level 2
2. employee fulfillment 65 Level 6
3. continuous improvement 58 Level 4
4. effective communication 56 Level 2
5. teamwork 50 Level 4
6. financial stability 44 Level 1
7. adaptability 42 Level 4
8. client focus 38 Level 2
9. professionalism 35 Level 3
10. vision 35 Level 7
Values Plot Copyright 2008 Barrett Values Centre August 2008
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Cost of Limiting Values
• Short-term Focus£3,489,818
• Confusion£3,178,636
• Bureaucracy (unnecessary)£1,799,618
• Empire Building£1,764,682
• Information Hoarding£1,634,045
• Sickness and Leavers £834,225
• Hierarchical £624,327
• Long Hours £187,909
• Total Entropy (potential business value) £13,504,261
Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.
Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.
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Aligned Organization – Sterling Bank (979)
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
Personal Values Current Culture Values Desired Culture Values
PL= 10-0 | IRS (P)= 5-5-0 | IRS (L)= 0-0-0 PL= 10-0 | IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0 PL= 10-0 | IROS (P)= 2-2-5-1 | IROS (L)= 0-0-0-0
Matches
PV - CC 3CC - DC 8PV - DC 2
1. honesty 532 Level 5
2. commitment 498 Level 5
3. family/friendship 479 Level 2
4. reliability 387 Level 3
5. integrity 321 Level 5
6. friendliness 294 Level 2
7. responsibility 283 Level 4
8. humor/fun 276 Level 5
9. courtesy 263 Level 2
10. trust 255 Level 5
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
1. customer service 504 Level 6
2. teamwork 487 Level 4
3. customer satisfaction 476 Level 2
4. community involvement
399 Level 6
5. vision 373 Level 7
6. organizational growth 296 Level 1
7. being the best 285 Level 3
8. integrity 275 Level 5
9. commitment 261 Level 5
10. friendliness 252 Level 2
1. teamwork 513 Level 4
2. customer satisfaction 491 Level 2
3. customer service 489 Level 6
4. employee fulfillment 477 Level 6
5. community involvement
430 Level 6
6. integrity 337 Level 5
7. commitment 301 Level 5
8. vision 295 Level 7
9. being the best 288 Level 3
10. accessibility 274 Level 2
Values Plot Copyright 2008 Barrett Values Centre August 2008
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Whole Systems ChangeCultural Evolution
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Signature Workshop
Implementing Whole-System
Change
2006
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Cultural Evolution – Whole System Change
PersonalityIndividual values and beliefs
CharacterIndividual behaviors
CultureGroup values and beliefs
Social StructuresGroup behaviors
Values Behaviors
Group Cohesion – Capacity for Collective Action
Personal Alignment
Structural Alignment
Values Alignment
Mission Alignment
Individual
Collective
BarrettValues Centre
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Values Based Decision Making
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Five Modes of Decision Making
Based on past: DNA encoded reaction. Action precedes thought.
Based on past: Learned reaction. Action precedes thought.
Based on past: Considered response. Pause between event and response.
Future orientation. Consciously creating the future.
Based on what wants to emerge.Tap into the collective unconscious
INTUITION
INSTINCTS
SUB CONSCIOUS BELIEFS
CONSCIOUS BELIEFS
VALUES
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Background information
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Cultural entropy represents the degree of dysfunction in a culture
Cultural Entropy
Entropy Impact
<10% Prime: Healthy Functioning
11-19% Minor Issues: Requiring cultural and/or structural adjustment
20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching
30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development
40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coachingand leadership development