Frankfurt: Transforming organizational cultures through values a deeper perspective
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Transcript of Frankfurt: Transforming organizational cultures through values a deeper perspective
Transforming Organizational Cultures through Values
Richard Barrett
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
2
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
MY TALK THIS EVENINGTRANSFORMING ORGANIZATIONAL
CULTURES THROUGH VALUES: A DEEPER PERSPECTIVE
BUT FIRST WHO AM I?
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
3
Who am I?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.
My Books
1998 2006 2010 20111995
2012 2013 2014 2015 2016
Books about Personal Transformation
1995
2012
Books about Organizational Transformation
1998 2006
2013
Books about National Transformation
2011
2015
Books about Leadership
2010
2014
Books about Psychology
2012 2014 2016
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10
Organizational Transformation
“Richard Barrett has made extraordinary contributions to our understanding of organisational values and culture. His frame-works 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.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
11
2013 2016
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
13
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
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
14
A deeper dive into who we are …
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
TRANSFORMING THE CULTURE OF YOUR TEAM OR YOUR
ORGANIZATION
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
16
I am going to show you values assessments of two teams.
Based on the results, I want you to decide which team you would
choose to work in.
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17
Customer satisfactionMaking a difference
CommitmentEmployee fulfilment
Continuous improvementHumour/funShared vision
Customer collaborationBalance (home/work)
Teamwork
CURRENT CULTURE of TEAM “A”
Long hours(L)Confusion (L)
Short-term focus (L)Blame (L)
Information hoarding (L)
Manipulation (L)Hierarchy (L)
Results orientationBureaucracy (L)
Quality
CURRENT CULTURE of TEAM “B”
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Which of these teams do you think is the most successful?
Customer satisfactionMaking a difference
CommitmentEmployee fulfilment
Continuous improvementHumour/funShared vision
Customer collaborationBalance (home/work)
Teamwork
Long hours(L)Confusion (L)
Short-term focus (L)Blame (L)
Information hoarding (L)Manipulation (L)
Hierarchy (L)Results orientation
Bureaucracy (L)Quality
CURRENT CULTURE of TEAM “A”
CURRENT CULTURE of TEAM “B”
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
THE CULTURAL TRANSFORMATION TOOLS
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20
… powerful metrics to support leaders in building values-
driven organizations and values-driven
societies.
provides …
Phil Clothier, CEO of Barrett Values Centre.
Cultural Transformation Tools
MEASUREMENT TOOLS FOR INDIVIDUALS
Personal Values AssessmentIndividual Values AssessmentLeadership Development ReportLeadership Values Assessment
MEASUREMENT TOOLS FOR HUMAN GROUP STRUCTURES
Cultural Values AssessmentCultural Evolution ReportEspoused Values AnalysisSmall Group AssessmentMerger/Compatibility ReportCustomer Values AssessmentCommunity Values AssessmentNational Values Assessment
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
22
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
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23
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
SEVEN LEVELS OF CONSCIOUSNESS MODEL
ORIGINS AND APPLICATIONS?
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Origins of the Seven Levels Model
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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N e e d s C o n s c i o u s n e s s
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and Understand
Abraham Maslow
Maslow’s Needs to Barrett’s Consciousness
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26
Maslow’s Needs to Barrett’s Consciousness
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.
Physiological
Safety
Love & Belonging
Self-esteem
Know and Understand
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
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The Shift from “I” to “We”
Service
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
COMMON GOOD AND CONTRIBUTION (WE)
SELF INTEREST AND PERFORMANCE (I)
TRANSFORMATION
Evol
ution
of P
erso
nal C
onsc
ious
ness
Making a difference
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SEPARATION AND ISOLATION COMMUNITY AND COHESION
The Shift from “I” to “We”
Seven Levels of Personal ConsciousnessPositive Focus/ Excessive Focus
Service Service to Humanity and the PlanetCompassion, Humility, Future Generations.
Making a DifferenceMaking a Difference in the CommunityActualising Meaning, Collaboration, Intuition, Mentoring, Empathy.
Internal CohesionFinding Meaning in ExistenceIntegrity, Alignment, Authenticity, Creativity, Passion, Honesty, Trust.
TransformationContinuous Growth and DevelopmentAdaptability, Continuous Improvement, Courage, Team Player.
Self-esteemBuilding a Sense of Self WorthPride in Self, Self-Reliant, Self-discipline, Positive Self Image. Arrogance, Status, Power, Glamour, Rigidity.
RelationshipHarmonious RelationshipsFamily, Friendship, Belonging, Open Communication, Ritual. Blame, Jealously, Judgment, Conflict, Gossip.
SurvivalPhysical Survival and SafetyHealth, Nutrition, Financial Stability, Self-Defence.Violence, Greed, Corruption, Territorial.
Seven Levels of Organisational ConsciousnessPositive Focus/ Excessive Focus
ServiceService to Humanity and the PlanetSocial Responsibility, Future Generations, Long-Term Perspective, Ethics, Compassion, Humility.
Making a DifferenceStrategic Alliances and PartnershipsEnvironmental Awareness, Community Involvement, Employee Fulfilment, Coaching/Mentoring.
Internal CohesionBuilding Internal CommunityShared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency.
TransformationContinuous Renewal and LearningAccountability, Adaptability, Empowerment, Teamwork, Goals Orientation, Personal Growth.
Self-esteemHigh PerformanceSystems, Processes, Quality, Best Practices, Pride in Performance. Bureaucracy, Complacency.
RelationshipHarmonious RelationshipsLoyalty, Open Communication, Customer Satisfaction, Friendship. Manipulation, Blame.
SurvivalFinancial StabilityShareholder Value, Organisational Growth, Employee Health, Safety. Control, Corruption, Greed.
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31
BUILDING A VALUES-DRIVEN ORGANIZATION
START WITH A VALUES SURVEY
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PERSONAL VALUESWhich of the following values/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.
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
33
Placement of Values by Level (100 employees)
Top 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
Current Culture
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
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34
11%
1
2
3
4
5
6
7
Cultural Entropy
Placement of Values by Level (100 employees)
Current Culture
Service
Making a difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com
35
What is Cultural Entropy?
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.
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36
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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37
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
Research carried out in 163 organisations in Australia by Hewitt Associates and the Barrett Values Centre in 2008.
Low Entropy = High Engagement
High Entropy = Low Engagement
Cultural Entropy and Employee Engagement
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39
Cultural entropy is a function of the personal entropy of the current leaders of an organisation and institutional legacy of past leaders as embedded in the structures, systems, policies and procedures.
How Does Cultural Entropy Arise?
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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 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
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41
The Culture Change Process
1. Cultural Values
Assessment
2. Share results and start dialogue
3. Prioritize values
4. Identify behaviours
5. Create culture
development plan
6. Implement changes and programmes
ENTROPY
PERFORMANCE
Highly Engaged Team (19)
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
Highly Engaged Team (19)
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%
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Highly Engaged Employees
Highly engaged employees identify with the company. They care passionately about the future of the company. They bring passion and purpose to their work. They are willing to invest their discretionary effort to make
the company a success. They want the company to do the right thing. They want to feel pride in the way the company behaves.
Highly Disengaged Team (24)
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
Highly Disengaged Team (24)
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 = 2%
Cultural Entropy = 47%
High level of Cultural Entropy
= Low level of Employee
Engagement
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47
What is Personal Entropy?
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 a lack of a person’s lack of personal mastery skills. Fear-driven energy arises from the
conscious and subconscious fear-based beliefs of the ego about meeting its deficiency needs.
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
Cultural Evolution Begins with Personal Evolution
Cultural Entropy 7%Personal Entropy 9%
Culture 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
Cultural Evolution Begins with Personal Evolution
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%
Culture ValuesLeader’s Values
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50
How to Measure Personal Entropy?
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
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 Observed Values7654321
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
High Entropy Leader (20 Assessors)
Positive ValuesPotentially Limiting Values
Observed Values
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
MY SPEECH TODAY
HOW TO CREATE A VALUES-DRIVEN CULTURE
A DEEP DIVE INTO PERSONAL ENTROPY
WHO AM I?WHY AM I HERE?
WHAT IS MY PURPOSE?
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54
Let’s start with an exercise
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Who are you?
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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56
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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58
Who are you?
EXERCISE(Now the real thing)
I have a body
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59
Who are you?
EXERCISE(Now the real thing)
I am a body
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60
Who are you?
EXERCISE
I have an ego
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61
Who are you?
EXERCISE
I am an ego
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62
Who are you?
EXERCISE
I have a soul
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63
Who are you?
EXERCISE
I am a soul
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64
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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65
Progression in Enlightenment
1. I have a soul 2. I am a soul3. Your soul has you
A fundamental shift in IDENTITY
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66
What is an Ego?
• Your ego is a field of conscious awareness that identifies with your physical body. Consequently, the ego believes it can die.
• The ego is not who you are. It is the mask you wear to get your needs met in the cultural framework of your physical three-dimensional framework of existence. We can call this your False self.
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67
The reality of the Ego
Because the ego believes it inhabits a body and can die it believes it has needs.
Because it believes it has needs, the ego develops conscious and subconscious fears about not being able to meet its needs. The primary needs of the ego are survival, belonging (relationships) and self-esteem.
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68
What is a Soul?
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.
Your soul is an individuated aspect of the universal energy field from which everything in our physical world derives its being.
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69
The reality of the Soul
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.
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70
Einstein Quote
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.
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71
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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Understanding the difference between the Ego and Soul Realities
FIVE FINGER EXERCISE
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The Comb Analogy
Three-dimensional reality
SEPARATION
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The Comb Analogy
Four-dimensional reality
CONNECTION
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Just as it is difficult to understand the meaning and purpose of the separate teeth until we are aware that they belong to a comb, so too it is difficult for us to understand our meaning and purpose until we become aware of who we are and our connection to other souls.
We are not separate; we are connected through our energy fields in the fourth-dimension of consciousness. We are all individuated aspects of the same universal energy field.
What is the motivation of my soul?
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The primary motivations of your soul are:
SELF EXPRESSIONCONNECTION
CONTRIBUTION
Why did my soul incarnate into a human body?What are the motivations of my soul?
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Stages of Psychological Development
Surviving
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Stages of Psychological Development
INFANCY 0-2 Years Old
Staying alive! COMPETENCY
Ability to meet basic physiological needs.
Surviving
Stage Motivation
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Stages of Psychological Development
Conforming
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Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD 3-7 Years Old
Keeping safe and secure!BEING LOVED
Ability to feel accepted and sense of belonging.
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Stages of Psychological Development
Differentiating
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Stages of Psychological Development
Differentiating
Stage Motivation
TEENAGER +8-24Years Old
Distinguishing yourself!CONFIDENCE
Ability to feel respected and recognized by others.
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Stages of Psychological Development
INDIVIDUATING
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Stages of Psychological Development
INDIVIDUATING
Stage Motivation
YOUNG ADULT25-39 Years Old
Releasing your fears!ACCOUNTABILITY
Finding freedom and autonomy to understand
who you really are.
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Stages of Psychological Development
SELF-ACTUALIZING
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Stages of Psychological Development
SELF-ACTUALIZING
Stage Motivation
ADULTHOOD40-49 Years Old
Becoming who you are!SELF-EXPRESSION
Ability to satisfy your desire for meaning
and purpose.
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Stages of Psychological Development
INTEGRATING
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Stages of Psychological Development
INTEGRATING
Stage Motivation
MATURE ADULT50-59 Years OldAligning with others!
CONNECTIONAbility to satisfy the desire
to make a difference in your world.
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Stages of Psychological Development
SERVING
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Stages of Psychological Development
SERVINGStage Motivation
SENIOR60+ Years Old
Finding fulfilment! CONTRIBUTION
Ability to satisfy your desire to serve the
greater good.
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Key findings of the Grant Study
“It is the quality of a child’s total experience, not any particular trauma or any particular relationship, that exerts the clearest
influence on adult psychopathology.”
George E. Vaillant: Director of the Grant
Study from 1972-2005HARVARD UNIVERSITY
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Other research
“The LSE research indicates that a child’s emotional
health is far more important to their satisfaction levels as an adult than other factors,
such as, whether they achieve academic success
when young, or wealth when older.”
Lord Richard Layard LONDON SCHOOL
OF ECONOMICS
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The impact of early love in our lives
Love in the early stages of life literally shapes the brain and affects us for a lifetime. It determines how long we live and what illnesses we will fall prey to later in life. It is no exaggeration to say that very early lack of love already sets the limits on how long we will live and how happy our lives will be.
Dr. Arthur JanovPSYCHOTHERAPIST
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Surviving prepares you for Self-actualizing
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
Competence
Self-expressionEGO-SOUL ALIGNMENT
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Conforming prepares you for Integrating
SOUL
EGO
Belonging
ConnectingIndividuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL ALIGNMENT
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Differentiating prepares you for Serving
SOUL
EGO
Recognition
ContributingIndividuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL ALIGNMENT
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WHAT HAS ALL THIS TO DO WITH ORGANIZATIONS AND WORK?
EVERYTHING
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Find and organization that supports your Soul Journey
SELF-EXPRESSION
CONNECTION CONTRIBUTION
LEADING A VALUES-DRIVEN LIFE
LEADING A PURPOSE- DRIVEN LIFE
EXPRESSING UNIQUE GIFTS AND TALENTS
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The Current Education System: The Death of Self-Expression
98% of children display genius level creativity at age 3-5 years. By the time they get to 20, only
2% display genius level creativity.
5 10 15 250%
20%
40%
60%
80%
100% 98%
32%
10%2%
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Percentage of people with genius level creativity by age
5 10 15 250%
20%
40%
60%
80%
100% 98%
32%
10%2%
Source: Land and Jarman, Break-point and Beyond
Age
Ego DevelopmentSocial Conditioning
Above the age of 25 only 2% of people have genius level creativity
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What happens to our creativity?
Small children have no conception of these values and interact without these limitations.
The ego development (socialization) process restricts
the natural creativity of our thinking potential by
automatically assigning value judgements of good, bad,
right, wrong, proper, improper, ugly, beautiful. We accept these judgements so
we can fit in.
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Creativity with arrested psychological development
5040302010 60 70
Surv
ivin
g
Conf
orm
ing
Diffe
renti
ating
Indi
vidu
ating
Self-
actu
alizi
ng
Inte
grati
ng
Serv
ing
Age
Crea
tivity
CREATIVITY WITHOUT
SOUL ACTIVATION
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Creativity at different stages of normal psychological development
5040302010 60 70
Surv
ivin
g
Conf
orm
ing
Diffe
renti
ating
Indi
vidu
ating
Self-
actu
alizi
ng
Inte
grati
ng
Serv
ing
Age
Crea
tivity
CREATIVITY INCREASES WITH SOUL ACTIVATION
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Ego Creativity
Creativity at the Ego level is basically problem solving. It takes place in the conscious mind.
1. Identify the problem.
2. Explore creative ideas—think tank.
3. Select the best ideas.
4. Test the ideas.
5. Evaluate the results.
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Creativity consists of making discontinuous quantum leaps into a non-local domain of
pure potentiality, that is not accessible to the thinking ego.
Amit Goswami, Quantum Creativity
A Physicist’s View on Creativity
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Soul Creativity
Creativity at the soul level involves guidance from the unconscious quantum mind and investigation
and verification by the conscious mind.
1. Preparation: Gather facts, read and think, think, think,….think.
2. Incubation: Relax, sleep, rest, leave the question behind.
3. Insight or synchronicity: Inspiration, Illumination, thought.
4. Investigation and verification: Bring in the conscious mind.
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The Harvard Grant Study (1938-2005)
The purpose of the Grant Study was to learn something about the conditions that
promote optimum health by following the lives of 268 men, all Harvard graduates. This
study is one of the longest running prospective longitudinal studies of adult male development that has ever been
attempted.
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Key findings of the Grant Study
“The seventy-five years and twenty million
dollars expended on the Grant Study points, at
least, to me, to a straightforward
conclusion: Happiness is love. Love conquers all.”
George E. Vaillant: Director of the Grant
Study from 1972-2005
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Key findings of the Grant Study
“Love early in life facilitates not only love later on but also the
other trappings of success, such as prestige and even high
income. It also encourages the development of coping styles
that facilitate intimacy, as opposed to ones that
discourage it.”
George E. Vaillant: Director of the Grant
Study from 1972-2005
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110
Key findings of the Grant Study
“It is the quality of a child’s total experience, not any particular trauma or any particular relationship, that exerts the clearest
influence on adult psychopathology.”
George E. Vaillant: Director of the Grant
Study from 1972-2005
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111
Other research
“The LSE research indicates that a child’s emotional
health is far more important to their satisfaction levels as an adult than other factors,
such as, whether they achieve academic success
when young, or wealth when older.”
Lord Richard Layard: London School of
Economics
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112
The impact of early love in our lives
Love in the early stages of life literally shapes the brain and affects us for a lifetime. It determines how long we live and what illnesses we will fall prey to later in life. It is no exaggeration to say that very early lack of love already sets the limits on how long we will live and how happy our lives will be. Dr. Arthur Janov
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Current educational systems do not align with children’s and teenagers psychological
development goals. They tend to promote competence.
They tend not to promote love and confidence nor do they promote emotional intelligence.
They do not fully equip us for our soul’s journey
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