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Organisational Development with the Graves-Value-System

© www.9levels.com 1

Rainer Krumm

Rainer Krumm


[email protected]

www.9LEVELS.comwww.axiocon.de

12 Books

23 countries

Since 20 yearsconsulant

Facts from CEO studies:


79%: Complexity heavily increases.

92%: Change Management is important.

78%: Ability to change is important.

94%: Corporate culture isimportant for success.

sources: CapGemini (2010), IBM (2010), Initiative Wertekommission (2007)


Culture is based on values

… what is important to us?… what has proven its value?


Mission – Vision – Values

✓ give a direction

✓ right & wrong

✓ guidelines


Successful corporations:

have steady core values

are open to change andprogress

Study of Collins/Porras [build to last, 2000; 220]

Psychological levels (Dilts)


MISSION / SPIRITUALITY

IDENTITY

BELIEFS / VALUE SYSTEM

CAPABILITIES / STRATEGY / GOALS

BEHAVIOUR

ENVIRONMENT

interactions / coping mechanisms


Important books about theGraves-Value-System

© www.9levels.de 9

www.clarewgraves.com

Prof. Clare W. Graves


„Emergent, cyclicaldouble-helix model ofadult biopsychosocialsystems development“

The first books in German about Graves‘ theory


The tools


The 9 Levels



1st Level: Beige


2nd Level: Purple


TraditionBlood relationshipPassing on traditionsHomeRitualsRespecting taboosObedienceComfortMagically-mystic consciousnessProtectionWillingness to sacrificeCommitmentHospitalityArchaic-magical yearningsBelongingHabitSecuring existenceHarmony

Purple: organisational structure


A

B C D D D

3rd Level: Red


AssertivenessPowerCourageSelf-confidenceRenown (respect, awe, fear)HonorAggressionStrengthImpulsivenessDominanceIndependenceConquest, e.g. of new marketsDemanding respectPresence-oriented, egocentric, concrete thinkingBraveryPersonal successWinning above all elseAvoiding “shame”

Red: organisational structure


A

A A A A

a a a a a a a a a a a

4th Level: Blue


ObligationQualityLaw and justiceDisciplineFault and innocenceStabilityLoyaltyOrderReliabilityControlTruthPatienceCompliance with rulesRank / StatusClarityCompliance with hierarchiesJusticeSafetyTitle

Blue: organisational structure


A

B C D

b b

b b b b

c c

c c c c

d d

d d d d

E

e e

e e e e

5th Level: Orange


PerformancePrestige (status symbols)ResponsibilityPersonal success + overall successStatus / status symbolsCareer orientationCompetitionProductivityTarget orientationProfit orientationProcess orientationResult orientationWealth & Value generationChallengeEntrepreneurial thinkingIndependenceAcceptanceFocusMonetary and economic growth

Orange: organisational structure


V

W X Y

w w

w w w w

x x

x x x x

y y

y y y y

6th Level: Green


CooperationOpen-mindedness (towards the entire world)ToleranceHarmonyConsensusResponsibility for the otherDialogueIntegration (of people)EmpathyParticipationEqualityValuationFairnessHuman rightsAdaptationMutual characteristics / communityLong-term securing of successPersonal and human growth

Green: organisational structure


V

W X Y Y

P 2

P 3

P 1

legend: temporary employee in projects

7th Level: Yellow


IndividualitySelf-reflectionMulti-perspectivitySystemic integrationKnowledge & CreativityPersonal developmentIntegrationSelf-responsibilityNetworkingLife-long learningValuation of unique featuresVision & AutonomyProfound competenceLiving growth (mental / knowledge)Integration (of knowledge)Open-mindedness (towards other opinions and knowledge /poly-contextual logic)Innovation

Yellow: organisational structure


8th Level: Turqoise


SustainabilityHolonResponsibility for the future of lifeSystemic actionAcceptance of global complexityImprovement of living conditions for all life formsEntrepreneurial responsibility for societySocial and ecological sense and overall connectionCollective intuition & Nature-orientationSpiritual consciousnessFor the good of mankindHigh idealsGlobal reconciliationSelf-organisation of living systemsNetwork intelligence

9th Level: Coral


Fit of the levels


9 Levels in everyday life

Task:

Explain the Levels.

Find examples from everyday life and ‘‘real’’ life for various levels of the model.

Collect your examples on a flipchart so that you can present them later.


9 Levels in everyday life

Task – your company in the 9 LEVELSThink about your company and the various areas of responsibility (people, departments, teams, divisions, locations) in relation to the 9 levels:

Which approaches do you recognise at which levels?Can you find any examples?Where do you see your customers?How do they fit into the systemWhat fits well and what doesn’t?

Collect your examples on a flipchart so that you can present them later.


Typical challenges


4th Level Blue

5th Level Orange

✓ rules✓ structures✓ loyalty✓ order✓ security

✓ processes & goals✓ speed✓ personal

responsibility✓ customer focus✓ pro-activity

1. Change of the whole organisation2. Competence (capability to change)3. Willingness (readiness to change)4. Change as a specifically developed and consistent process

Training topics Blue toOrange• Leadership intensive• From supervisor to leader• Leading with goals• Leading with operating figures

• Consultative selling• Outbound - active selling on the phone• Active selling• Negotiating techniques for sales• Repartee training

• Time and self management• Conflict management• Professionel presentations

• Success through goal-orientated thinking and acting• Recognise and use scopes of action• Look for and actively take responsibility


Typical challenges


6th Level Green

5th Level Orange✓ participation✓ integration✓ dialogue✓ team performance✓ harmony✓ consensus✓ community

✓ processes & goals✓ speed✓ personal

responsibility✓ customer focus✓ pro-activity

1. Change of the whole organisation2. Competence (capability to change)3. Willingness (readiness to change)4. Change as a specifically developed and consistent process

Training topics Orange toGreen• Create constructive corporate cultures• Situational leadership• Trust leads• Lateral leadership

• Teamselling• Key Account Management• Negotiating with the Harvard Principle

• Time and self management / life leadership• Conflict management for teams• Project management for teams• Team building

• Life and work in a matrix organisation• Consensus-orientated cooperation – but goal-orientated


Perspectives ofobservation


mission/vision/valuesstrategyleadershipqualificationstructuresprocesses/tasks


McKinsey 7S model

Design elements oforganisations

Organisation Value System: traditional engineeringcompany



Organisation Value System: traditional engineeringcompany

The tools


Directions of change


within one level

upwards

downwards

Prerequisites for change


Change stages


Example for using 9 Levels in a change process


Organisational Value System

9 Levels: process support


2-day workshop to create awareness

and a target definition of corporate culture

working with the modelof 9 Levels

short workshopmanagers

presentationof themodel

area workshops

coaching area directors & mgmt.

analysis tools Organisation Value Systemand Personal Value System

interfaceworkshops

trainings

process control

phase 1 phase 2 phase 3

The tools


Contact


9 Levels Institute for value systems GmbH & Co. KGRainer KrummEywiesenstr. 6D-88212 RavensburgGermany

Tel. +49 751 36344-999

[email protected] www.9levels.com

Please notice that the thoughts and ideas in this presentation, apart and as a whole, are intellectual property ofaxiocon and are subject to copyright law. They may not, without the consent of the submitting party, otherwise be used or copied, reproduced, transmitted or communicated to a third party. Thank you.

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