Conscious Business Practices

64
www.valuescentre.co m 1 www.valuescentre.com www.valuescentre.co m Conscious Capitalism Conclave Conscious Business Practices Richard Barrett March 2012
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Esalen Presentation to the Conscious Capitalims movement

Transcript of Conscious Business Practices

Page 1: Conscious Business Practices

www.valuescentre.com 1www.valuescentre.comwww.valuescentre.com

Conscious Capitalism Conclave

Conscious Business Practices

Richard BarrettMarch 2012

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The Three Mantras of Organisational Performance

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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

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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.

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Measuring Organizational Consciousness

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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

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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

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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.

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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

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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

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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

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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

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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

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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.

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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

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1%

1%

1%

9%

12%

17%

24%

8%

6%

21%

0% 20% 40%

1

2

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6%

5%

12%

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8%

14%

11%

9%

5%

20%

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1%

1%

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6%

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13%

5%

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0% 20% 40%

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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

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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

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0%

0%

0%

3%

10%

11%

29%

14%

10%

23%

0% 20% 40%

1

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1%

0%

2%

5%

8%

8%

27%

18%

5%

26%

0% 20% 40%

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1%

0%

0%

5%

5%

8%

25%

24%

4%

28%

0% 20% 40%

1

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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

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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

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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.

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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.

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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.

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Average Entropy in Organisations (2007-2011)

Total CVAs: 1,011Industries: 40Countries: 36

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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

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Low entropy

High entropy

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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.

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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

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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.

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Organisational (Cultural) Values Assessments

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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

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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

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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

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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.

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Leadership Values Assessments

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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

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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

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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

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Nedbank, South Africa: An Example of Cultural Evolution

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Nedbank and CTT

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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

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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

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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

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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%

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7

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0%

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15%

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21%

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5%

25%

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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

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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

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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

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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

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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

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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

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49

National and Regional Values Assessments

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50

National Values AssessmentsDenmark Latvia Sweden Canada

Iceland Bhutan USA Belgium

AustraliaUK North West) BrazilFinland

Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland

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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

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52

Iceland

Iceland Economic Collapse 2008

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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

Page 54: Conscious Business Practices

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

Page 55: Conscious Business Practices

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)

Page 56: Conscious Business Practices

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

Page 57: Conscious Business Practices

57

USA 2009

US Government forced to bail out banks and industry -2007 / 2008

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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

Page 59: Conscious Business Practices

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

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60

Bhutan

Bhutan prioritise *GNH above GDP(*Gross National Happiness)

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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

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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

Page 63: Conscious Business Practices

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

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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