0. The Role of CTT in the Evolution of Human Consciousness
Richard Barrett

1. Research on Consciousness
Role of CTT
Research on Consciousness

2. When did consciousness begin?
UNDERLYING THESIS OF MY RESEARCH
Fundamentally, everything in our physical world is primarily an energy field with a quantum existence. Nothing is fixed, everything exists as a field of opportunity.
All energy fields arise from the zero-point energy field.
‘Consciousness’ and therefore ‘mind’ are properties of the energy field.
All primary entities are conscious (atoms, cells, humans).
Corrected quote for accuracy.

3. Consciousness defined
UNDERLYING THESIS OF MY RESEARCH
5. All group structures of primary entities (carbon atom, eukaryotic cell, homo sapiens) operate with a group energy field that reflects the consciousness of the primary entity. All these evolutionary primary entities share one thing in common – a propensity for bonding.
6. Consciousness in physical form can be defined as “awareness with a purpose”.
7. The purpose of all entities and their group structures is to attain, maintain or enhance internal stability and external equilibrium.
8. All entities grow and develop in similar ways.
Corrected quote for accuracy.

4. UNDERLYING THESIS OF MY RESEARCH
Evolution defined
UNDERLYING THESIS OF MY RESEARCH
9. Evolution has always primarily been about consciousness. In order grow and develop consciousness has taken on different physical forms at different scales of existence demonstrating increased levels of complexity and inclusiveness – resulting in the evolution of different planes of consciousness.
10. There are three stages to the evolution of consciousness of primary entities on each plane consciousness:
- becoming viable and independent
- bonding to form group structures
- cooperating to form a higher order entity
Corrected quote for accuracy.

5. Evolution of Planes of Consciousness
‘Big Bang’
We are here
Energy
Atoms
Cells
Individuals
Humanity
10-21 m
10-14 m
10-5 m
10+1 m
10+7 m
Corrected quote for accuracy.
Plane 1
Plane 2
Plane 3
Plane 4
Plane 5
14 Billion years of evolution

6. Planes / Stages of Evolution
INDIVIDUAL VIABILITY
GROUP
VIABILITY
GROUP
SUSTAINABILITY
Homo Sapiens
Nations
Humanity
Eukaryotic Cell
Organisms
Creatures
Corrected quote for accuracy.
Carbon
Atom
Molecules
Cells
Energy
Waves /particles exist in individuated energy fields arising from Zero Point Energy Field

7. Three Stages of Evolution
As conditions of existence become more complex, both internally and externally, primary entities grow and develop in three stages. Each stage requires a shift to a higher level of consciousness which is more inclusive and more complex. The shift to a higher level of consciousness is necessary because it is impossible to solve significant problems of survival at the same levels of consciousness at which they were created.
GROUP SUSTAINABILITY
Viable independent group structures learn how to cooperate with each other for mutual benefit and eventually create a higher order entity
GROUP VIABILITY
Viable independent entities learn how to bond with other viable independent entities to form a cohesive
group structure
Complexity
Corrected quote for accuracy.
INDIVIDUAL VIABILITY
Individual entities learn how to become viable and independent in their
framework of existence

8. Three Stages of Evolution and the Barrett Model
Service
GROUP SUSTAINABILITY (6,7)
Viable independent group structures learn how to cooperate with each other for mutual benefit and eventually create a higher order entity
Making a difference
Internal cohesion
GROUP VIABILITY (4,5)
Viable independent entities learn how to bond with other viable independent entities to form a cohesive
group structure
Transformation
Self-esteem
INDIVIDUAL VIABILITY (1,2,3)
Individual entities learn how to become viable and independent in their
framework of existence
Corrected quote for accuracy.
Relationship
Survival

9. The huge opportunity before us
We have reached a point in history where we can now make the evolution of consciousness, conscious.
We have the ability to measure individual and collective human consciousness by mapping values (Barrett Model) and underlying belief structures (Spiral Dynamics).

10. The Big Picture – What is happening in the world
The basic issue we are collectively facing is that problems of existence are global, but the mechanisms and structures we have for solving them are primarily national. Most nations are struggling to solve issues of internal stability.
We cannot solve the problems we have created in the world with the same level of thinking that we created them.
Ultimately, the problems we face can only be resolved by a transformation of consciousness – a radical shift in beliefs and values.

11. The Big Picture – What is happening in the world
The problems we are facing are in large part due to three causes:
the increased scale of human development
the increased level of interconnectedness of people, and
the increased interdependency of nations and their economies.

12. Issues Humanity is Currently Facing
Scale issues: global warming, demand for energy, poverty, environmental and ecological sustainability.
Interconnectedness issues: outbreaks of communicable diseases, religious intolerance, gender and ethnic discrimination
Interdependency issues: vulnerability of financial markets, food security, demand for water

13. Global initiatives
The Earth
Charter Initiative

14. The Earth Charter PREAMBLE
We stand at a critical moment in Earth’s history, a time when humanity must choose its future. As the world becomes increasingly interdependent and fragile, the future at once holds great peril and great promise. To move forward we must recognize that in the midst of a magnificent diversity of cultures and life forms we are one human family and one Earth community with a common destiny. We must join together to bring forth a sustainable global society founded on respect for nature, universal human rights, economic justice, and a culture of peace. Towards this end, it is imperative that we, the people of the Earth, declare our responsibility to one another, to the greater community of life, and to future generations.
We urgently need a shared vision of basic values to provide an ethical foundation for the emerging world community . Therefore, together in hope we affirm the following interdependent principles for a sustainable way of life as a common standard by which the conduct of all individuals, organizations, businesses, governments, and transnational institutions is to be guided and assessed.

15. The Earth Charter RESEPECT AND CARE FOR THE COMMUNITY OF LIFE
Respect Earth and life in all its diversity
Care for community of life with understanding, compassion and love.
Build democratic societies that are just, participatory, sustainable, and peaceful
Secure Earth’s Bounty and beauty for present and future generations

16. The Earth Charter ECOLOGICAL INTEGRITY
Protect and restore the integrity of Earth’s ecological systems, with special concerns for biological diversity and the natural processes that sustain life
Prevent harm as best method of environmental protection and when knowledge is limited, apply precautionary approach
Adopt patterns of production, consumption, and reproduction that safeguard Earth’s regenerative capacities, human rights, and community well being
Advance the study of ecological sustainability and promote the open exchange and wide application of the knowledge acquired

17. The Earth Charter SOCIAL AND ECONOMIC JUSTICE
Eradicate poverty as an ethical, social and environmental imperative
Ensure that economic activities and institutions at all levels promote human development in an equitable and sustainable manner
Affirm gender equality and equity as prerequisites to sustainable development and ensure universal access to education, health care and economic opportunity
Uphold the right of all, without discrimination, to a natural and social environment supportive of human dignity, bodily health, and spiritual well-being, with special attention to the rights of indigenous peoples and minorities

18. The Earth Charter DEMOCRACY, NONVIOLENCE AND PEACE
Strengthen democratic institutions at all levels, and provide transparency and accountability in governance, inclusive participation in decision making, and access to justice
Integrate into formal education and life-long learning the knowledge, values, and skills needed for a sustainable way of life
Treat all living things with respect and consideration
Promote a culture of tolerance nonviolence and peace

19. The Earth Charter
RESEPECT AND CARE FOR THE COMMUNITY
OF LIFE
ECOLOGICAL
INTEGRITY
SOCIAL AND ECONOMIC JUSTICE
DEMOCRACY, NONVIOLENCE AND PEACE
Life often involves tensions between important values. This can mean difficult choices. However, we must find ways to harmonize diversity with unity, the exercise of freedom with the common good, and short-term objectives with long-term goals [manage polarities]. Every individual, family, organization, and community has a vital role to play. The arts, sciences, religions, educational institutions, media, business, nongovernmental organizations, and governments are all called to offer creative leadership. The partnership of government, civil society, and business is essential for effective governance.

20. Global initiatives
The
Miliennium
Goals

21. UN Millennium Goals - 2015 Eradicate extreme poverty and hunger
Achieve universal primary education
Promote gender equality and empower women
Reduce child mortality
Improve maternal health
Combat HIV/AIDS, malaria and other diseases
Ensure environmental sustainability
Develop a global partnership for development

22. Role of CTT
What is missing?

23. Integral four quadrant model
Values
Behaviors
Personality
Individual values and beliefs
Character
Individual behaviors
Individual
Culture
Group values and beliefs
Social Structures
Group behaviors
Collective
Based on the work of Ken Wilber

24. What is missing from an integral perspective?
EARTH CHARTER
Talks about need for a shared vision of basic values to provide an ethical foundation for the emerging world community, but has no recommendations on how these will be manifested. Main focus is on community values and community behaviors. X X
Wilber’s four quadrants
UN MILLENNIUM GOALS
Uniquely focused on outcomes based on community behaviors. X X X

25. The evolution of consciousness – the missing perspective
Leadership – the evolution of personal consciousness
To implement the principles of Earth Charter and the UN Millennium goals will require a new breed of political, business and NGO leaders – individuals who embrace full spectrum consciousness. Leadership development is the key issue – three stages: personal mastery, internal cohesion, external cohesion. 1 2 3 4
The evolution of national and business consciousness
To make the concept of humanity palpable, nations and businesses must work together along with civil society (NGOs)to create a sustainable future for humanity. The evolution of business and national consciousness are key issues.
Wilber’s four quadrants
When leaders change their beliefs and values, their behaviors change. This influences the culture (beliefs and values) of the group, which in turn changes the behaviors of the group.

26. The evolution of consciousness – the missing perspective
Role of CTT

27. How do we move forward?
Goal: Create viable independent individuals everywhere
In order for the concept of humanity to become palpable, we need to achieve a critical mass of self-actualized individuals in every nation.
In order for this to happen individuals need to transcend their personal, and their cultural programming.
To do this we need to focus on the evolution of national consciousness and creating viable independent nations.

28. How do we move forward?
Goal: Create viable independent nations
Nations cannot become viable and independent until they achieve internal stability and external equilibrium. Most conflicts are currently internal.
Q. How do we create viable independent nations?
By developing a strong cadre of self-actualized leaders focused on common good – focus on leadership development
By supporting leaders in bringing a critical mass of the population to self-actualization – focus on values

29. How do we move forward?
Q. How do we bring a critical mass of population to self- actualization?
A. By supporting leaders in addressing deficiency issues:
Problems of survival (level 1)– issues of poverty, corruption and health.
Problems of discrimination and internal conflict (level 2) – issues of religious and ethnic diversity.
Problems of education, institutional and legal frameworks, and enforcement laws (level 3).
Problems of empowerment and equality (level 4).

30. How do we move forward?
How do we address issues of poverty?
A. By creating an legal, financial and cultural environment * where business can flourish.
By working with business leaders and their organizational cultures to develop successful small, medium and large-scale businesses.
* In ‘Trust: The social virtues and the creation of prosperity’, Francis Fukuyama states unequivocally states that trust is the foundation of social capital, and shows how nations with high levels of social capital are more successful than nations with low levels of social capital.

31. The Role of CTT 1. Working at the national level
Carrying out a national values assessments to identify evolutionary imperatives – Example: Latvia, Bhutan.
Carrying out a combined national and business values assessment – Examples: Denmark and Iceland
2. Working at the individual business level
Carrying out culture, team and values assessments to develop successful small, medium and large businesses
3. Working at the individual leader level
Carrying out individual and leadership values assessments to promote personal growth

32. The Role of CTT 1. Working at the government level
Carrying out culture and team values assessments for federal, state and local government departments, organizations and utilities
2. Working with federal, state and municipal leaders
Carrying out individual and leadership values assessments
3. Working with local communities and NGOs
Carrying out culture values assessments

33. The Role of CTT Working with education departments
Carrying out culture and team values assessments for federal, state and local government education departments
Working with individual schools
Carrying out culture and team values assessments for schools
3. Working with education leaders
Carrying out individual and leadership values assessments

34. What CTT does Gets to the core of what matters - VALUES ALIGNMENT
Starts - TRANSFORMATIONAL CONVERSATIONS
Identifies - BARRIERS TO EVOLUTION
Provides guidance on - DIRECTION OF EVOLUTION
Supports leaders in their - PERSONAL GROWTH
Supports groups in their - LEADERSHIP DEVELOPMENT

35. The way forward
Continue to focus on expansion and development of CTT in business, government and municipal agencies, and NGOs.
Continue to develop models and tools for leadership development in business and the governance of all types of organisations.
Continue to experiment and develop CTT models and tools for use in communities and nations.

36. Role of CTT
Focus on
Business

37. Evolution of arenas of competitive advantage
Consciousness Age
Cultural Capital
Information Age
Intellectual Capital
Industrial Age
Quality of Product
Agricultural Age
Manpower
1800
1900
2000

38. Evolution of competitive advantage
Industrial Age
Quality of Product
Change
Information Age
Intellectual Capital
Transformation
Consciousness Age
Cultural
Capital
Evolution

39. Research on values, culture and performance
Signature Workshop
Research on values, culture and performance

40. Research on long lasting successful companies
Long lasting companies live their values – values-driven
Have a culture that gives guidance to employees – vision-guided and mission-driven
Jim Collins and Jerry Porass, “Built to Last:
Successful habits of visionary companies”, 1995

41. Financial returns from long lasting companies
Cumulative Stock Returns
$1 invested on January 1st ,1926 until December 31st , 1990
Long lasting successful companies
15 times general stock market
6 times comparison companies
Jim Collins and Jerry Porass, “Built to Last:
Successful habits of visionary companies”, 1995

42. Business Needs Scorecard – Long Lasting Companies
Allocation of values of long lasting successful companies
Finance 6%
Client Relations
Fitness
20%
19%
Evolution
18%
26%
Culture
11%
Societal Contribution

43. What long-lasting companies focus on
BEST EMPLOYERS
AUSTRALIA 2008
Finance
Finance 6%
Fitness
Client Relations
20%
19%
Evolution
18%
26%
Culture
11%
Societal Contribution
Societal Contribution

44. Best and worst employers in Australia 2008
Allocation of top ten current culture values
BEST EMPLOYERS
WORST EMPLOYERS
Finance
Finance
Client Relations
Fitness
Evolution
Culture
Societal Contribution
Societal Contribution
BEST EMPLOYERS FOCUS ON CULTURE

45. Fortune’s Best Companies to Work For
A portfolio of the top twenty publicly listed best companies to work for in the USA in would have returned an average annualized return of 16.74% over the past ten years – compared to 2.83% for the S&P 500.
42% Publicly Listed
58% Private
10 in top 25 (40%)
7 in next 25 (28%)
12 in next 25 (48%)
13 in next 25 (52%)
f the 14 "all star" employers who have been on the list for 10 years, 7 public, 7 private.
Only 34% of publicly traded in top 50
50% in bottom 50
S&P 500

46. Conclusion
Best employers (vision-guided, values-driven organisations) achieve high levels of performance !
WHY?
Values Alignment
I can bring my whole self to work
plus
My work allows me to satisfy my deficiency needs and my growth needs
Mission Alignment
Group Cohesion
High level of staff engagement and cultural alignment

47. Role of CTT
Focus on
Leadership
Development

48. Stages in the Development of Personal Consciousness
Positive Focus /
Excessive Focus
Service
SERVICE TO HUMANITY AND THE PLANET
Devoting your life in self-less service to your purpose and vision
Making a difference
COLLABORATING WITH PARTNERS
Working with others to make a positive difference by actively implementing your purpose and vision
Internal cohesion
FINDING PERSONAL MEANING
Uncovering your sense of purpose and creating a vision for the future you want to create
Transformation
PERSONAL GROWTH
Understanding your deepest motivations and experiencing responsible freedom by letting go of your fears
Self-esteem
SELF-WORTH
Feeling a positive sense of pride in self and ability to manage your life
Relationship
BELONGING
Feeling a personal sense of belonging, feeling loved by self
and others
Survival
FINANCIAL SECURITY & SAFETY
Creating a safe secure environment for self and significant
others
Corrected quote for accuracy.
Power, Status,
Being liked, Blame
Control, Greed

49. Stages in the Development of Leadership Consciousness
Positive Focus /
Excessive Focus
Wisdom/Visionary
SERVICE TO HUMANITY AND THE PLANET
Social responsibility, future generations, long-term perspective, ethics, compassion, humility
Partner/Mentor
COLLABORATION WITH PARTNERS
Strategic alliances, community involvement, environmental stewardship, coaching, mentoring
Integrator/Inspirer
INTERNAL COHESION
Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Facilitator/Influencer
CONTINUOUS RENWAL AND LEARNING
Accountability, adaptability, empowerment, teamwork, innovation, delegation, personal growth
Manager/Organiser
HIGH PERFORMANCE
Systems, processes, company pride, quality, best practices,
Communicator
RELATIONSHIPS
Employee recognition, employee and customer loyalty,
conflict resolution
Financial Manager
FINANCIAL STABILITY
Profit, compliance, shareholder value, employee health
and safety
Corrected quote for accuracy.
Power, Status,
Manipulation, Blame
Control, Greed

50. Three Stages of Evolution and the Barrett Model
Service
GROUP SUSTAINABILITY (6,7)
Viable independent group structures learn how to cooperate with each other for mutual benefit and eventually create a higher order entity
Making a difference
Internal cohesion
GROUP VIABILITY (4,5)
Viable independent entities learn how to bond with other viable independent entities to form a cohesive
group structure
Transformation
Self-esteem
INDIVIDUAL VIABILITY (1,2,3)
Individual entities learn how to become viable and independent in their
framework of existence
Corrected quote for accuracy.
Relationship
Survival

51. Three stages of personal evolution
Service
SOUL UNFOLDMENT (6,7)
Cooperating with partners in strategic alliances to serve humanity and the planet
Making a difference
Internal cohesion
EGO / SOUL ALIGNMENT (4,5)
Finding personal meaning in existence and balancing self-interest with group interest
Transformation
Self-esteem
EGO DEVELOPMENT (1,2,3)
Developing a healthy ego by overcoming the fears that
cause deficiency needs
Corrected quote for accuracy.
Relationship
Survival

52. Personal growth and leadership development
SOUL UNFOLDMENT (6,7)
Cooperating with partners in strategic alliances to serve humanity and the planet
EXTERNAL COHESION (6,7)
Individuals learn how to cooperate across group structures for mutual benefit
EGO / SOUL ALIGNMENT (4,5)
Finding personal meaning in existence and balancing self-interest with group interest
INTERNAL COHESION (4,5)
Individuals learn how to build teams and bond to form
group structures
EGO DEVELOPMENT (1,2,3)
Developing a healthy ego by overcoming the fears that
cause deficiency needs
PERSONAL MASTERY (1,2,3)
Individuals learn how to become viable and independent in their
framework of existence

53. Leadership development
Personal Component
Three stages:
Personal mastery
Internal cohesion
External cohesion
Business Component
Three stages:
Business mastery
Cultural mastery
Business sustainability
Wilber’s four quadrants

54. Leadership development: Personal component
Stage 1
Stage 2
Stage 3 7 6 5 4 3 2 1
PERSONAL MASTERY
“Overcoming the limiting
fear-based beliefs that create
personal entropy”
Preconditions:
Transcend personal conditioning
Transcend cultural conditioning
Become responsible and accountable for one’s life
Develop emotional intelligence skills
Understand how one creates one’s personal reality
INTERNAL COHESION
“The need to be, and do
what you were born to do.
To live with passion.”
Preconditions:
Focus on personal growth
Align with soul’s purpose
Develop social intelligence skills
Bond with others for the good of the group
Embrace values-based decision-making
EXTERNAL COHESION
“Collaborate with others for mutual benefit and the good
of society.”
Preconditions:
Deepen personal growth
Actualize soul’s purpose by making a difference
Become a coach and mentor
Develop compassion, humility, and empathy
Embrace intuition-based decision-making

55. Emotional Intelligence is part of Personal Mastery
Self-awareness — the ability to read one's emotions and recognize their impact while using gut feelings to guide decisions.
Self-management — involves controlling one's emotions and impulses and adapting to changing circumstances.
Social awareness — the ability to sense, understand, and react to other's emotions while comprehending social networks.
Relationship management - the ability to inspire, influence, and develop others while managing conflict.

56. Social Intelligence is a part of Internal Cohesion
Social intelligence … “is less about mastering situations – or even mastering social skill sets – than about developing a genuine interest in, and talent for fostering positive feelings in the people whose cooperation and support you need – a set of interpersonal competencies …that inspire others to be effective.”
Social intelligence and the biology of leadership.
Daniel Goleman and Richard Boyatzis, HBR September 2008

57. Leadership development: Business component
Stage 1
Stage 2
Stage 3 7 6 5 4 3 2 1
BUSINESS MASTERY
“Building pride in performance through excellence ”
Preconditions:
Focus on financial stability, employee health and safety
Focus on employee recognition and customer loyalty
Focus on quality, excellence, systems and processes
Focus on measurement
CULTURAL MASTERY
“Building internal cohesion through values and mission alignment.”
Preconditions:
Focus on accountability and empowerment
Focus on adaptability and innovation
Develop shared vision and shared values
Embrace values-based decision-making
BUSINESS SUSTAINABILITY
“Building strategic alliances
for the good of society.”
Preconditions:
Focus on employee fulfillment
Focus on coaching and mentoring
Focus on ethics and social responsibility
Focus on long-term perspective and future generations

58. Leadership development focus based on CVA
PERSONAL MASTERY (1,2,3)
“Overcoming the limiting
fear-based beliefs that create
personal entropy”
Preconditions:
Transcend personal conditioning
Transcend cultural conditioning
Become responsible and accountable for one’s life
Develop emotional intelligence skills
Understand how one creates one’s personal reality
Current Culture Values
Desired Culture Values
PL= 1-10 | IROS (P)= | IROS (L)=
PL= 10-0 | IROS (P)= | IROS (L)=
1. short-term focus (L) 13
Level 1
2. blame (L) 11
Level 2
3. manipulation (L) 10
4. caution (L) 7
5. cynicism (L)
Level 3
6. bureaucracy (L) 6
7. control (L)
8. cost reduction 5
9. empire building (L)
10. image (L)
11. long hours (L)
1. cooperation 8
Level 5
2. accountability 7
Level 4
3. employee recognition
Level 2
4. trust
5. leadership development 6
Level 6
6. teamwork
7. commitment 5
8. continuous improvement
9. customer satisfaction
10. empowerment
INTERNAL COHESION (4,5)
“The need to be, and do
what you were born to do.
To live with passion.”
Preconditions:
Focus on personal growth
Align with soul’s purpose
Develop social intelligence skills
Bond with others for the good of the group
Embrace values-based decision-making

59. Leadership development focus based on CVA
BUSINESS MASTERY (1,2,3)
“Building pride in performance through excellence ”
Preconditions:
Focus on financial stability, employee health and safety
Focus on employee recognition and customer loyalty
Focus on quality, excellence, systems and processes
Focus on measurement
Current Culture Values
Desired Culture Values
PL= 12-0 | IROS (P)= | IROS (L)=
PL= 11-0 | IROS (P)= | IROS (L)=
1. customer satisfaction 16
Level 2
2. commitment 11
Level 5
3. continuous learning
Level 4
4. making a difference
Level 6
5. global perspective 9
Level 3
6. mentoring
7. enthusiasm 8
8. leadership development
9. integrity 7
10. open communication
11. optimism
12. shared values
1. customer satisfaction 15
Level 2
2. continuous learning 12
Level 4
3. financial stability 11
Level 1
4. integrity 10
Level 5
5. mentoring
Level 6
6. continuous improvement 8
7. global perspective
Level 3
8. making a difference
9. shared vision
10. excellence 7
11. results orientation
CULTURAL MASTERY (4,5)
“Building internal cohesion through values and mission alignment.”
Preconditions:
Focus on accountability and empowerment
Focus on adaptability and innovation
Develop shared vision and shared values
Embrace values-based decision-making

60. Leadership development focus based on CVA
Current Culture Values
Desired Culture Values
INTERNAL COHESION (4.5)
“The need to be, and do
what you were born to do.
To live with passion.”
Preconditions:
Focus on personal growth
Align with soul’s purpose
Develop social intelligence skills
Bond with others for the good of the group
Embrace values-based decision-making
PL= 10-0 | IROS (P)= | IROS (L)=
PL= 10-0 | IROS (P)= | IROS (L)=
1. profit
11877
Level 1
2. customer focus
10507
Level 6
3. community involvement
9152
4. results orientation
9014
Level 3
5. organizational growth
8969
6. brand image
8839
7. accountability
7601
Level 4
8. achievement
7579
9. customer satisfaction
7460
Level 2
10. shareholder value
7205
1. customer focus
9572
Level 6
2. customer satisfaction
9165
Level 2
3. accountability
9079
Level 4
4. balance (home/work)
7506
5. staff engagement
7151
Level 5
6. leadership excellence
6989
7. teamwork
6911
8. best practice
6504
Level 3
9. continuous improvement
6316
10. employee wellbeing
6253
Level 1
CULTURAL MASTERY (4,5)
“Building internal cohesion through values and mission alignment.”
Preconditions:
Focus on accountability and empowerment
Focus on adaptability and innovation
Develop shared vision and shared values
Embrace values-based decision-making

61. Leadership development focus based on CVA
PERSONAL MASTERY (1,2,3)
“Overcoming the limiting
fear-based beliefs that create
personal entropy”
Preconditions:
Transcend personal conditioning
Transcend cultural conditioning
Become accountable and responsible for one’s life
Develop emotional intelligence skills
Understand how one creates one’s personal reality
Current Culture Values
Desired Culture Values
PL = 9-1 | IROS (P) = | IROS (L) =
PL = 10-0 | IROS (P) = | IROS (L) =
1. professionalism
277
Level 3
2. responsibility
215
Level 4
3. cooperation
213
Level 5
4. humor/fun
200
5. job security (L)
188
Level 1
6. teamwork
173
7. commitment
164
8. quality
153
9. customer satisfaction
149
Level 2
10. accountability
138
1. employee fulfillment
299
Level 6
2. employee recognition
261
Level 2
3. professionalism
254
Level 3
4. cooperation
232
Level 5
5. humor/fun
229
6. open communication
220
7. respect
203
8. responsibility
197
Level 4
9. trust
172
10. customer satisfaction
168
INTERNAL COHESION (4,5)
“The need to be, and do
what you were born to do.
To live with passion.”
Preconditions:
Focus on personal growth
Align with soul’s purpose
Develop social intelligence skills
Bond with others for the good of the group
Embrace values-based decision-making

62. Role of CTT
Focus on
Nations

63. Stages in the Development of National Consciousness
Positive Focus /
Excessive Focus
Global
Global Sustainability
Human Rights, Future Generations, Ecological Resilience.
External Cohesion
Strategic Alliances
Regional Collaboration, Environmental Awareness, Quality of Life .
Internal Cohesion
Strong National Identity
Trust, Openness, Transparency, Shared Vision and Values, Fairness.
Transformation
Democratic Processes
Equality, Freedom of Speech, Consensus, Adaptability, Accountability.
Self-Esteem
Institutional Effectiveness
Rule of Law, National Pride, Governmental Efficiency
Relationship
Social Stability
Conflict Resolution, Racial Harmony, Rituals
Survival
Economic Stability
Prosperity. Health, Defense, Social Safety Nets 7 6 5 4
Corrected quote for accuracy. 3
Bureaucracy, Central Control, Elitism. 2
Inequality, Discrimination, Intolerance. 1
Corruption, Violence, Poverty, Greed.

64. Current status of evolution of national consciousness
GROUP SUSTAINABILITY (6,7)
Viable independent nations learn how to cooperate with each other for mutual benefit and the overall
good of humanity
Current problems of existence require global interventions at these levels
Nordic nations and The Netherlands are attempting to shift from 4 to 5
GROUP VIABILITY (4,5)
Viable independent individuals learn how to bond with each other
to form a cohesive nation
Most industrialized nations are attempting to shift from 3 to 4
Corrected quote for accuracy.
INDIVIDUAL VIABILITY (1,2,3)
Individual humans learn how to become viable and independent in their framework of existence
Most developing nations are struggling to shift from 2 to 3

65. What we have done so far 2000 to
2005: Experiments in mapping values of nations based on voluntary responses to a website survey
2006: Latvia National Assessment for Government
2007: Bhutan National Assessment for International Center for Ethnographic Studies
2008: Denmark and Iceland National and Business assessments for Capacent Consultants

66. Current Culture Values Current Culture Values
National Assessment: Current National Cultures
Bhutan (6%)
Denmark (21%)
Current Culture Values
Current Culture Values
PL= 11-0 | IROS (P)= | IROS (L)=
PL= 7-3 | IROS (P)= | IROS (L)=
1. continuous improvement
195
Level 4
2. environmental protection
104
Level 1
3. strict moral/religious codes
Level 3
4. political rights
102
5. education
100
6. nature conservancy 91
Level 6
7. shared vision 90
Level 5
8. information availability 88
9. shared values
10. contentment 87
11. social justice
1. freedom of speech
471
Level 4
2. educational opportunities
437
Level 3
3. prosperity
356
4. democratic process
344
5. financial stability
322
Level 1
6. personal freedom
293
7. human rights
263
Level 7
8. tradition (L)
256
Level 2
9. bureaucracy (L)
253
10. materialistic (L)
232
Business Needs
Copyright 2008 Barrett Values Centre
September 2008

67. Current Culture Values Current Culture Values
National Assessment: Current National Cultures
Iceland (54%)
Latvia (54%)
Current Culture Values
Current Culture Values
PL= 0-10 | IROS (P)= | IROS (L)=
PL= 2-8 | IROS (P)= | IROS (L)=
1. materialistic (L)
419
Level 1
2. short-term focus (L)
324
3. educational opportunities
275
Level 3
4. uncertainty about the future (L)
5. corruption (L)
269
6. elitism (L)
264
7. material needs
224
8. wasted resources (L)
207
9. gender discrimination (L)
196
Level 2
10. blame (L)
177
1. corruption (L)
726
Level 1
2. bureaucracy (L)
604
Level 3
3. inequality (L)
522
Level 2
4. poverty (L)
495
5. unemployment (L)
430
6. crime/violence (L)
424
7. environmental pollution (L)
331
8. emphasis on materiality (L)
298
9. self interest (L)
251
10. drug addiction (L)
246
Business Needs
Copyright 2008 Barrett Values Centre
September 2008

68. Current Culture Values Desired Culture Values
Bhutan: Group (403)
Personal Values
Current Culture Values
Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
PL = 9-1 | IRS (P) = | IRS (L) = 1-0-0
PL = 10-1 | IROS (P) = | IROS (L) =
PL = 9-1 | IROS (P) = | IROS (L) =
Matches
PV - CC 1
CC - DC 6
PV - DC 2
1. friendship
180
Level 2
2. continuous learning
160
Level 4
3. compassion
128
Level 7
4. caution (L)
122
Level 1
5. sincerity
121
Level 5
6. social justice
118
7. self-discipline
102
8. optimism 95
9. helpfulness 94
10. caring 92
1. continuous improvement
195
Level 4
2. environmental protection
104
Level 1
3. strict moral/religious codes (L)
Level 3
4. political rights
102
5. education
100
6. nature conservancy 91
Level 6
7. shared vision 90
Level 5
8. information availability 88
9. shared values
10. contentment 87
11. social justice
1. education
115
Level 4
2. continuous improvement
113
3. freedom of speech
4. economic growth
107
Level 1
5. social justice
100
6. contentment 93
Level 5
7. environmental protection 89
8. compassion 83
Level 7
9. full employment 82
Level 3
10. strict moral/religious codes (L)
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
Values Plot
Copyright 2008 Barrett Values Centre
August 2008

69. Current Culture Values Desired Culture Values
Bhutan: Group (403)
Personal Values
Current Culture Values
Desired Culture Values C T S
CTS =
Entropy = 6%
CTS =
Entropy = 6%
CTS =
Entropy = 6%
C = Common Good
T = Transformation
S = Self-Interest
Positive Values
Potentially Limiting Values
Values Distribution
Copyright 2008 Barrett Values Centre
August 2008

70. Copyright 2008 Barrett Values Centre
Bhutan: Group (403)
Personal
Current Culture
Desired Culture
Positive Values Distribution
Copyright 2008 Barrett Values Centre
August 2008

71. Copyright 2008 Barrett Values Centre
Bhutan: Group (403)
Value Jumps
Business Needs
Copyright 2008 Barrett Values Centre
August 2008

72. Copyright 2008 Barrett Values Centre
Bhutan: Group (403)
Limiting Values
Business Needs
Copyright 2008 Barrett Values Centre
August 2008

73. Some questions for consideration
How can we bring a transformational leadership approach to the Earth Charter and Millennium Development Goals
What would it take to get the global business community to take action/contribute to the international development agenda as expressed in the Earth Charter and Millennium Development Goals.
How can you as a business coach (and your leader within) interact with business leaders to make this happen?
What are the most important leverage points between business and development?

74. 2008 CTT Conference: Humanity Assessment Prepared by:
Barrett Values Centre
September, 2008

75. Humanity Assessment Personal Values
Please select 10 values/behaviors that most reflect who you are, not who you desire to become
Current Culture 
Please select 10 values/behaviors that most represent your experience of humanity as it exists today
Desired Culture 
Please select 10 values/behaviors that you believe humanity must embrace to create a sustainable future
What do you consider to be the three most pressing issues for humanity at this point in time?

76. Current Culture Values Desired Culture Values
Humanity Assessment (2008 CTT Conference): Group (47)
Personal Values
Current Culture Values
Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
PL= 10-0 | IRS (P)= | IRS (L)= 0-0-0
PL= 2-9 | IROS (P)= | IROS (L)=
PL= 13-0 | IROS (P)= | IROS (L)=
Matches
PV - CC 0
CC - DC 2
PV - DC 2
1. integrity 23
Level 5
2. well-being (physical/
emotional/mental/
spiritual) 20
Level 6
3. continuous learning 18
Level 4
4. making a difference 16
5. family 15
Level 2
6. humor/fun
7. personal growth 14
8. balance (home/work) 13
9. compassion
Level 7
10. financial stability
Level 1
1. over consumption (L) 25
Level 1
2. conflict/aggression (L) 23
Level 2
3. uncertainty about the future (L) 22
4. short-term focus (L) 18
5. environmental pollution (L) 15
6. lack of accountability (L)
7. corruption (L) 14
8. bureaucracy (L) 13
Level 3
9. elitism (L)
10. concern for future generations 12
Level 7
11. educational opportunities
1. ecological responsibility 21
Level 6
2. concern for future generations 20
Level 7
3. culture of peace 19
4. compassion 16
5. long-term perspective
6. human dignity 14
Level 4
7. educational opportunities 13
Level 3
8. food security
Level 1
9. well-being (physical/
emotional/mental/
spiritual)
10. collaborative approach 12
11. forgiveness
12. sustainable development
13. wisdom
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
Values Plot
Copyright 2008 Barrett Values Centre
September 2008

77. Current Culture Values Desired Culture Values
Humanity Assessment (2008 CTT Conference): Group (47)
Personal Values
Current Culture Values
Desired Culture Values C T S
CTS =
Entropy = 0%
CTS =
Entropy = 52%
CTS =
Entropy = 0%
C = Common Good
T = Transformation
S = Self-Interest
Positive Values
Potentially Limiting Values
Values Distribution
Copyright 2008 Barrett Values Centre
September 2008

78. Copyright 2008 Barrett Values Centre
Humanity Assessment (2008 CTT Conference): Group (47)
Personal
Current Culture
Desired Culture
Positive Values Distribution
Copyright 2008 Barrett Values Centre
September 2008

79. Current Culture Values Desired Culture Values
Humanity Assessment (2008 CTT Conference): Group (47)
Personal Values
Current Culture Values
Desired Culture Values
Common Good
Transformation
Self-Interest
Cultural Entropy
CTS
Copyright 2008 Barrett Values Centre
September 2008

80. Current Culture Values Desired Culture Values
Humanity Organizational Assessment: Group (47)
Personal Values
Current Culture Values
Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
PL= 10-0 | IRS (P)= | IRS (L)= 0-0-0
PL= 10-0 | IROS (P)= | IROS (L)=
PL= 11-0 | IROS (P)= | IROS (L)=
Matches
PV - CC 3
CC - DC 6
PV - DC 4
1. integrity 23
Level 5
2. well-being (physical/emotional/mental/spiritual) 20
Level 6
3. continuous learning 18
Level 4
4. making a difference 16
5. family 15
Level 2
6. humor/fun
7. personal growth 14
8. balance (home/work) 13
9. compassion
Level 7
10. financial stability
Level 1
1. continuous improvement 15
Level 4
2. making a difference
Level 6
3. continuous learning 14
4. customer satisfaction
Level 2
5. financial stability
Level 1
6. accountability 12
7. coaching/mentoring
8. customer collaboration
9. teamwork
10. commitment 11
Level 5
1. humor/fun 17
Level 5
2. customer satisfaction 16
Level 2
3. making a difference
Level 6
4. customer collaboration 15
5. innovation
Level 4
6. accountability 14
7. continuous improvement
8. shared values
9. continuous learning 13
10. shared vision
11. well-being (physical/emotional/mental/spiritual)
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
Values Plot
Copyright 2008 Barrett Values Centre
September 2008

81. Current Culture Values Desired Culture Values
Humanity Organizational Assessment: Group (47)
Personal Values
Current Culture Values
Desired Culture Values C T S
CTS =
Entropy = 0%
CTS =
Entropy = 6%
CTS =
Entropy = 0%
C = Common Good
T = Transformation
S = Self-Interest
Positive Values
Potentially Limiting Values
Values Distribution
Copyright 2008 Barrett Values Centre
September 2008

82. Copyright 2008 Barrett Values Centre
Humanity Organizational Assessment: Group (47)
Personal
Current Culture
Desired Culture
Positive Values Distribution
Copyright 2008 Barrett Values Centre
September 2008

83. Current Culture Values Desired Culture Values
Humanity Organizational Assessment: Group (47)
Personal Values
Current Culture Values
Desired Culture Values
Common Good
Transformation
Self-Interest
Cultural Entropy
CTS
Copyright 2008 Barrett Values Centre
September 2008

84. Current Culture Values Desired Culture Values
Humanity Organizational Assessment: Group (47)
Current Culture Values
Desired Culture Values
Current Culture
Desired Culture
Finance
financial stability
Fitness
accountability
Client Relations
customer satisfaction
customer collaboration
Evolution
continuous improvement
continuous learning
innovation
Culture
coaching/mentori ng
teamwork
humor/fun
shared values
shared vision
well-being (physical/emotio nal/mental/spirit ual)
Societal Contribution
making a difference
Finance
Finance
Client Relations
Fitness
Evolution
Culture
Societal Contribution
Societal Contribution
Business Needs
Copyright 2008 Barrett Values Centre
September 2008

85. Pressing issues for humanity

86. Questions
What would it take to get the global business community to take action/contribute to the international development agenda as expressed in the Earth Charter and Millennium Goals.
How can you as a consultant or a business coach interact with business leaders to make this happen?
What are the most important leverage points between business and development?