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1 0 Richard Barrett The Role of CTT in the Evolution of Human Consciousness

2 1 Role of CTT Research on Consciousness

3 2 When did consciousness begin? UNDERLYING THESIS OF MY RESEARCH 1.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. 2.All energy fields arise from the zero-point energy field. 3.Consciousness and therefore mind are properties of the energy field. 4.All primary entities are conscious (atoms, cells, humans).

4 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.

5 4 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

6 5 Evolution of Planes of Consciousness m10 -5 m10+ 1 m10+ 7 m m Plane 1 Energy Atoms Plane 2 Plane 3 Plane 4 Plane 5 Cells Individuals Humanity 14 Billion years of evolution We are here Big Bang

7 6 Planes / Stages of Evolution GROUPSUSTAINABILITYGROUPSUSTAINABILITYGROUPVIABILITYGROUPVIABILITY Energy Carbon Atom Carbon Atom Eukaryotic Cell Homo Sapiens Waves /particles exist in individuated energy fields arising from Zero Point Energy Field Molecules Cells Creatures Organisms Nations Humanity INDIVIDUAL VIABILITY

8 7 Three Stages of Evolution GROUP SUSTAINABILITY Viable independent group structures learn how to cooperate with each other for mutual benefit and eventually create a higher order entity 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 GROUP VIABILITY Viable independent entities learn how to bond with other viable independent entities to form a cohesive group structure INDIVIDUAL VIABILITY Individual entities learn how to become viable and independent in their framework of existence INDIVIDUAL VIABILITY Individual entities learn how to become viable and independent in their framework of existence 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. Complexity

9 8 Three Stages of Evolution and the Barrett Model 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 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 GROUP VIABILITY (4,5) Viable independent entities learn how to bond with other viable independent entities to form a cohesive group structure GROUP VIABILITY (4,5) Viable independent entities learn how to bond with other viable independent entities to form a cohesive group structure INDIVIDUAL VIABILITY (1,2,3) Individual entities learn how to become viable and independent in their framework of existence INDIVIDUAL VIABILITY (1,2,3) Individual entities learn how to become viable and independent in their framework of existence Service Making a difference Internal cohesion Transformation Self-esteem Relationship Survival

10 9 The huge opportunity before us We have the ability to measure individual and collective human consciousness by mapping values (Barrett Model) and underlying belief structures (Spiral Dynamics). We have reached a point in history where we can now make the evolution of consciousness, conscious.

11 10 The Big Picture – What is happening in the world We cannot solve the problems we have created in the world with the same level of thinking that we created them. 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. Ultimately, the problems we face can only be resolved by a transformation of consciousness – a radical shift in beliefs and values.

12 11 The Big Picture – What is happening in the world The problems we are facing are in large part due to three causes: a)the increased scale of human development b)the increased level of interconnectedness of people, and c)the increased interdependency of nations and their economies.

13 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

14 13 Global initiatives The Earth Charter Initiative The Earth Charter Initiative

15 14 The Earth Charter PREAMBLE We stand at a critical moment in Earths 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.

16 15 The Earth Charter I.RESEPECT AND CARE FOR THE COMMUNITY OF LIFE 1.Respect Earth and life in all its diversity 2.Care for community of life with understanding, compassion and love. 3.Build democratic societies that are just, participatory, sustainable, and peaceful 4.Secure Earths Bounty and beauty for present and future generations

17 16 The Earth Charter II.ECOLOGICAL INTEGRITY 1.Protect and restore the integrity of Earths ecological systems, with special concerns for biological diversity and the natural processes that sustain life 2.Prevent harm as best method of environmental protection and when knowledge is limited, apply precautionary approach 3.Adopt patterns of production, consumption, and reproduction that safeguard Earths regenerative capacities, human rights, and community well being 4.Advance the study of ecological sustainability and promote the open exchange and wide application of the knowledge acquired

18 17 The Earth Charter III.SOCIAL AND ECONOMIC JUSTICE 1.Eradicate poverty as an ethical, social and environmental imperative 2.Ensure that economic activities and institutions at all levels promote human development in an equitable and sustainable manner 3.Affirm gender equality and equity as prerequisites to sustainable development and ensure universal access to education, health care and economic opportunity 4.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

19 18 The Earth Charter IV.DEMOCRACY, NONVIOLENCE AND PEACE 1.Strengthen democratic institutions at all levels, and provide transparency and accountability in governance, inclusive participation in decision making, and access to justice 2.Integrate into formal education and life-long learning the knowledge, values, and skills needed for a sustainable way of life 3.Treat all living things with respect and consideration 4.Promote a culture of tolerance nonviolence and peace

20 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.

21 20 Global initiatives TheMilienniumGoalsTheMilienniumGoals

22 21 UN Millennium Goals Eradicate extreme poverty and hunger 2.Achieve universal primary education 3.Promote gender equality and empower women 4.Reduce child mortality 5.Improve maternal health 6.Combat HIV/AIDS, malaria and other diseases 7.Ensure environmental sustainability 8.Develop a global partnership for development

23 22 Role of CTT What is missing?

24 23 Integral four quadrant model Personality Individual values and beliefs Character Individual behaviors Culture Group values and beliefs Social Structures Group behaviors Individual Collective Values Behaviors Based on the work of Ken Wilber

25 24 What is missing from an integral perspective? Wilbers four quadrants 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. UN MILLENNIUM GOALS Uniquely focused on outcomes based on community behaviors. X X X X X X X X X X

26 25 The evolution of consciousness – the missing perspective Wilbers four quadrants 1.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. 2.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. 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

27 26 The evolution of consciousness – the missing perspective Role of CTT

28 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.

29 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? A.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

30 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: a)Problems of survival (level 1)– issues of poverty, corruption and health. b)Problems of discrimination and internal conflict (level 2) – issues of religious and ethnic diversity. c)Problems of education, institutional and legal frameworks, and enforcement laws (level 3). d)Problems of empowerment and equality (level 4).

31 30 How do we move forward? Q.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.

32 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

33 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

34 33 The Role of CTT 1.Working with education departments Carrying out culture and team values assessments for federal, state and local government education departments 2.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

35 34 What CTT does 1.Gets to the core of what matters - VALUES ALIGNMENT 2.Starts - TRANSFORMATIONAL CONVERSATIONS 3.Identifies - BARRIERS TO EVOLUTION 4.Provides guidance on - DIRECTION OF EVOLUTION 5.Supports leaders in their - PERSONAL GROWTH 6.Supports groups in their - LEADERSHIP DEVELOPMENT

36 35 The way forward 1.Continue to focus on expansion and development of CTT in business, government and municipal agencies, and NGOs. 2.Continue to develop models and tools for leadership development in business and the governance of all types of organisations. 3.Continue to experiment and develop CTT models and tools for use in communities and nations.

37 36 Role of CTT Focus on Business Business

38 37 Evolution of arenas of competitive advantage Intellectual Capital Cultural Capital Quality of Product Manpower Agricultural Age Industrial Age Information Age Consciousness Age

39 38 Evolution of competitive advantage Industrial Age Quality of Product Change Industrial Age Quality of Product Change Information Age Intellectual Capital Transformation Information Age Intellectual Capital Transformation Consciousness Age Cultural Capital Evolution Consciousness Age Cultural Capital Evolution

40 39 Signature Workshop Research on values, culture and performance

41 40 Research on long lasting successful companies 1.Long lasting companies live their values – values-driven 2. 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, Long lasting companies live their values – values-driven 2. 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

42 41 Financial returns from long lasting companies Cumulative Stock Returns $1 invested on January 1 st,1926 until December 31 st, 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

43 42 Business Needs Scorecard – Long Lasting Companies 20% 18% 6% 19% 26% 11% Finance Fitness Evolution Societal Contribution Allocation of values of long lasting successful companies Client Relations Culture

44 43 What long-lasting companies focus on Finance Societal Contribution BEST EMPLOYERS AUSTRALIA 2008 Client Relations Culture 20% 18% 6% 19% 26% 11% Finance Fitness Evolution Societal Contribution LONG LASTING COMPANIES

45 44 Best and worst employers in Australia 2008 Finance Fitness Client Relations EvolutionCulture Societal Contribution Allocation of top ten current culture values BEST EMPLOYERSWORST EMPLOYERS BEST EMPLOYERS FOCUS ON CULTURE

46 45 Fortunes Best Companies to Work For A portfolio of the top twenty publicly listed best companies to work for in the USA in 2008 would have returned an average annualized return of 16.74% over the past ten years – compared to 2.83% for the S&P 500. S&P 500

47 46 Values Alignment Conclusion Best employers (vision-guided, values-driven organisations) achieve high levels of performance ! WHY? Mission Alignment Group Cohesion plus I can bring my whole self to work My work allows me to satisfy my deficiency needs and my growth needs High level of staff engagement and cultural alignment

48 47 Role of CTT Focus on LeadershipDevelopment LeadershipDevelopment

49 48 Stages in the Development of Personal Consciousness 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 Positive Focus / Excessive Focus Power, Status, Being liked, Blame Control, Greed

50 49 Stages in the Development of Leadership Consciousness 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 Positive Focus / Excessive Focus Power, Status, Manipulation, Blame Control, Greed

51 50 Three Stages of Evolution and the Barrett Model 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 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 GROUP VIABILITY (4,5) Viable independent entities learn how to bond with other viable independent entities to form a cohesive group structure GROUP VIABILITY (4,5) Viable independent entities learn how to bond with other viable independent entities to form a cohesive group structure INDIVIDUAL VIABILITY (1,2,3) Individual entities learn how to become viable and independent in their framework of existence INDIVIDUAL VIABILITY (1,2,3) Individual entities learn how to become viable and independent in their framework of existence Service Making a difference Internal cohesion Transformation Self-esteem Relationship Survival

52 51 Three stages of personal evolution Service Making a difference Internal cohesion Transformation Self-esteem Relationship Survival EGO / SOUL ALIGNMENT (4,5) Finding personal meaning in existence and balancing self-interest with group interest EGO / SOUL ALIGNMENT (4,5) Finding personal meaning in existence and balancing self-interest with group interest EGO DEVELOPMENT (1,2,3) Developing a healthy ego by overcoming the fears that cause deficiency needs EGO DEVELOPMENT (1,2,3) Developing a healthy ego by overcoming the fears that cause deficiency needs SOUL UNFOLDMENT (6,7 ) Cooperating with partners in strategic alliances to serve humanity and the planet SOUL UNFOLDMENT (6,7 ) Cooperating with partners in strategic alliances to serve humanity and the planet

53 52 Personal growth and leadership development INTERNAL COHESION (4,5) Individuals learn how to build teams and bond to form group structures INTERNAL COHESION (4,5) Individuals learn how to build teams and bond to form group structures PERSONAL MASTERY (1,2,3) Individuals learn how to become viable and independent in their framework of existence PERSONAL MASTERY (1,2,3) Individuals learn how to become viable and independent in their framework of existence EGO / SOUL ALIGNMENT (4,5) Finding personal meaning in existence and balancing self- interest with group interest EGO / SOUL ALIGNMENT (4,5) Finding personal meaning in existence and balancing self- interest with group interest EGO DEVELOPMENT (1,2,3) Developing a healthy ego by overcoming the fears that cause deficiency needs EGO DEVELOPMENT (1,2,3) Developing a healthy ego by overcoming the fears that cause deficiency needs EXTERNAL COHESION (6,7) Individuals learn how to cooperate across group structures for mutual benefit EXTERNAL COHESION (6,7) Individuals learn how to cooperate across group structures for mutual benefit SOUL UNFOLDMENT (6,7 ) Cooperating with partners in strategic alliances to serve humanity and the planet SOUL UNFOLDMENT (6,7 ) Cooperating with partners in strategic alliances to serve humanity and the planet PERSONAL GROWTH LEADERSHIP DEVELOPMENT

54 53 Leadership development Personal Component Business Component Three stages: Personal mastery Internal cohesion External cohesion Three stages: Business mastery Cultural mastery Business sustainability Wilbers four quadrants

55 54 Leadership development: Personal component INTERNAL COHESION The need to be, and do what you were born to do. To live with passion. Preconditions: 1.Focus on personal growth 2.Align with souls purpose 3.Develop social intelligence skills 4.Bond with others for the good of the group 5.Embrace values-based decision- making INTERNAL COHESION The need to be, and do what you were born to do. To live with passion. Preconditions: 1.Focus on personal growth 2.Align with souls purpose 3.Develop social intelligence skills 4.Bond with others for the good of the group 5.Embrace values-based decision- making PERSONAL MASTERY Overcoming the limiting fear-based beliefs that create personal entropy Preconditions: 1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for ones life 4.Develop emotional intelligence skills 5.Understand how one creates ones personal reality PERSONAL MASTERY Overcoming the limiting fear-based beliefs that create personal entropy Preconditions: 1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for ones life 4.Develop emotional intelligence skills 5.Understand how one creates ones personal reality EXTERNAL COHESION Collaborate with others for mutual benefit and the good of society. Preconditions: 1.Deepen personal growth 2.Actualize souls purpose by making a difference 3.Become a coach and mentor 4.Develop compassion, humility, and empathy 5.Embrace intuition-based decision-making EXTERNAL COHESION Collaborate with others for mutual benefit and the good of society. Preconditions: 1.Deepen personal growth 2.Actualize souls purpose by making a difference 3.Become a coach and mentor 4.Develop compassion, humility, and empathy 5.Embrace intuition-based decision-making Stage 1 Stage 2Stage

56 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.

57 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

58 57 Leadership development: Business component CULTURAL MASTERY Building internal cohesion through values and mission alignment. Preconditions: 1.Focus on accountability and empowerment 2.Focus on adaptability and innovation 3.Develop shared vision and shared values 4.Embrace values-based decision-making CULTURAL MASTERY Building internal cohesion through values and mission alignment. Preconditions: 1.Focus on accountability and empowerment 2.Focus on adaptability and innovation 3.Develop shared vision and shared values 4.Embrace values-based decision-making BUSINESS MASTERY Building pride in performance through excellence Preconditions: 1.Focus on financial stability, employee health and safety 2.Focus on employee recognition and customer loyalty 3.Focus on quality, excellence, systems and processes 4.Focus on measurement BUSINESS MASTERY Building pride in performance through excellence Preconditions: 1.Focus on financial stability, employee health and safety 2.Focus on employee recognition and customer loyalty 3.Focus on quality, excellence, systems and processes 4.Focus on measurement BUSINESS SUSTAINABILITY Building strategic alliances for the good of society. Preconditions: 1.Focus on employee fulfillment 2.Focus on coaching and mentoring 3.Focus on ethics and social responsibility 4.Focus on long-term perspective and future generations BUSINESS SUSTAINABILITY Building strategic alliances for the good of society. Preconditions: 1.Focus on employee fulfillment 2.Focus on coaching and mentoring 3.Focus on ethics and social responsibility 4.Focus on long-term perspective and future generations Stage 1Stage 2Stage 3

59 58 Leadership development focus based on CVA Current Culture ValuesDesired Culture Values PL= 1-10 | IROS (P)= | IROS (L)= PL= 10-0 | IROS (P)= | IROS (L)= short-term focus (L) 13Level 1 2. blame (L) 11Level 2 3. manipulation (L) 10Level 2 4. caution (L) 7Level 1 5. cynicism (L) 7Level 3 6. bureaucracy (L) 6Level 3 7. control (L) 6Level 1 8. cost reduction 5Level 1 9. empire building (L) 5Level image (L) 5Level long hours (L) 5Level 3 1. cooperation 8Level 5 2. accountability 7Level 4 3. employee recognition 7Level 2 4. trust 7Level 5 5. leadership development 6Level 6 6. teamwork 6Level 4 7. commitment 5Level 5 8. continuous improvement 5Level 4 9. customer satisfaction 5Level empowerment 5Level 4 INTERNAL COHESION (4,5) The need to be, and do what you were born to do. To live with passion. Preconditions: 1.Focus on personal growth 2.Align with souls purpose 3.Develop social intelligence skills 4.Bond with others for the good of the group 5.Embrace values-based decision- making INTERNAL COHESION (4,5) The need to be, and do what you were born to do. To live with passion. Preconditions: 1.Focus on personal growth 2.Align with souls purpose 3.Develop social intelligence skills 4.Bond with others for the good of the group 5.Embrace values-based decision- making PERSONAL MASTERY (1,2,3) Overcoming the limiting fear-based beliefs that create personal entropy Preconditions: 1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for ones life 4.Develop emotional intelligence skills 5.Understand how one creates ones personal reality PERSONAL MASTERY (1,2,3) Overcoming the limiting fear-based beliefs that create personal entropy Preconditions: 1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become responsible and accountable for ones life 4.Develop emotional intelligence skills 5.Understand how one creates ones personal reality

60 59 Leadership development focus based on CVA Current Culture ValuesDesired Culture Values PL= 12-0 | IROS (P)= | IROS (L)= PL= 11-0 | IROS (P)= | IROS (L)= customer satisfaction 16Level 2 2. commitment 11Level 5 3. continuous learning 11Level 4 4. making a difference 11Level 6 5. global perspective 9Level 3 6. mentoring 9Level 6 7. enthusiasm 8Level 5 8. leadership development 8Level 6 9. integrity 7Level open communication 7Level optimism 7Level shared values 7Level 5 1. customer satisfaction 15Level 2 2. continuous learning 12Level 4 3. financial stability 11Level 1 4. integrity 10Level 5 5. mentoring 10Level 6 6. continuous improvement 8Level 4 7. global perspective 8Level 3 8. making a difference 8Level 6 9. shared vision 8Level excellence 7Level results orientation 7Level 3 CULTURAL MASTERY (4,5) Building internal cohesion through values and mission alignment. Preconditions: 1.Focus on accountability and empowerment 2.Focus on adaptability and innovation 3.Develop shared vision and shared values 4.Embrace values-based decision- making CULTURAL MASTERY (4,5) Building internal cohesion through values and mission alignment. Preconditions: 1.Focus on accountability and empowerment 2.Focus on adaptability and innovation 3.Develop shared vision and shared values 4.Embrace values-based decision- making BUSINESS MASTERY (1,2,3) Building pride in performance through excellence Preconditions: 1.Focus on financial stability, employee health and safety 2.Focus on employee recognition and customer loyalty 3.Focus on quality, excellence, systems and processes 4.Focus on measurement BUSINESS MASTERY (1,2,3) Building pride in performance through excellence Preconditions: 1.Focus on financial stability, employee health and safety 2.Focus on employee recognition and customer loyalty 3.Focus on quality, excellence, systems and processes 4.Focus on measurement

61 60 Leadership development focus based on CVA Current Culture ValuesDesired Culture Values PL= 10-0 | IROS (P)= | IROS (L)= PL= 10-0 | IROS (P)= | IROS (L)= profit 11877Level 1 2. customer focus 10507Level 6 3. community involvement 9152Level 6 4. results orientation 9014Level 3 5. organizational growth 8969Level 1 6. brand image 8839Level 3 7. accountability 7601Level 4 8. achievement 7579Level 4 9. customer satisfaction 7460Level shareholder value 7205Level 1 1. customer focus 9572Level 6 2. customer satisfaction 9165Level 2 3. accountability 9079Level 4 4. balance (home/work) 7506Level 4 5. staff engagement 7151Level 5 6. leadership excellence 6989Level 6 7. teamwork 6911Level 4 8. best practice 6504Level 3 9. continuous improvement 6316Level employee wellbeing 6253Level 1 INTERNAL COHESION (4.5) The need to be, and do what you were born to do. To live with passion. Preconditions: 1.Focus on personal growth 2.Align with souls purpose 3.Develop social intelligence skills 4.Bond with others for the good of the group 5.Embrace values-based decision- making INTERNAL COHESION (4.5) The need to be, and do what you were born to do. To live with passion. Preconditions: 1.Focus on personal growth 2.Align with souls purpose 3.Develop social intelligence skills 4.Bond with others for the good of the group 5.Embrace values-based decision- making CULTURAL MASTERY (4,5) Building internal cohesion through values and mission alignment. Preconditions: 1.Focus on accountability and empowerment 2.Focus on adaptability and innovation 3.Develop shared vision and shared values 4.Embrace values-based decision- making CULTURAL MASTERY (4,5) Building internal cohesion through values and mission alignment. Preconditions: 1.Focus on accountability and empowerment 2.Focus on adaptability and innovation 3.Develop shared vision and shared values 4.Embrace values-based decision- making

62 61 Leadership development focus based on CVA Current Culture ValuesDesired Culture Values PL = 9-1 | IROS (P) = | IROS (L) = PL = 10-0 | IROS (P) = | IROS (L) = professionalism 277Level 3 2. responsibility 215Level 4 3. cooperation 213Level 5 4. humor/fun 200Level 5 5. job security (L) 188Level 1 6. teamwork 173Level 4 7. commitment 164Level 5 8. quality 153Level 3 9. customer satisfaction 149Level accountability 138Level 4 1. employee fulfillment 299Level 6 2. employee recognition 261Level 2 3. professionalism 254Level 3 4. cooperation 232Level 5 5. humor/fun 229Level 5 6. open communication 220Level 2 7. respect 203Level 2 8. responsibility 197Level 4 9. trust 172Level customer satisfaction 168Level 2 INTERNAL COHESION (4,5) The need to be, and do what you were born to do. To live with passion. Preconditions: 1.Focus on personal growth 2.Align with souls purpose 3.Develop social intelligence skills 4.Bond with others for the good of the group 5.Embrace values-based decision- making INTERNAL COHESION (4,5) The need to be, and do what you were born to do. To live with passion. Preconditions: 1.Focus on personal growth 2.Align with souls purpose 3.Develop social intelligence skills 4.Bond with others for the good of the group 5.Embrace values-based decision- making PERSONAL MASTERY (1,2,3) Overcoming the limiting fear-based beliefs that create personal entropy Preconditions: 1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become accountable and responsible for ones life 4.Develop emotional intelligence skills 5.Understand how one creates ones personal reality PERSONAL MASTERY (1,2,3) Overcoming the limiting fear-based beliefs that create personal entropy Preconditions: 1.Transcend personal conditioning 2.Transcend cultural conditioning 3.Become accountable and responsible for ones life 4.Develop emotional intelligence skills 5.Understand how one creates ones personal reality

63 62 Role of CTT FocusonNationsFocusonNations

64 63 Stages in the Development of National Consciousness 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 Positive Focus / Corruption, Violence, Poverty, Greed. Inequality, Discrimination, Intolerance. Bureaucracy, Central Control, Elitism. Excessive Focus

65 64 Current status of evolution of national consciousness Current problems of existence require global interventions at these levels Most industrialized nations are attempting to shift from 3 to 4 GROUP SUSTAINABILITY (6,7) Viable independent nations learn how to cooperate with each other for mutual benefit and the overall good of humanity GROUP SUSTAINABILITY (6,7) Viable independent nations learn how to cooperate with each other for mutual benefit and the overall good of humanity GROUP VIABILITY (4,5) Viable independent individuals learn how to bond with each other to form a cohesive nation GROUP VIABILITY (4,5) Viable independent individuals learn how to bond with each other to form a cohesive nation INDIVIDUAL VIABILITY (1,2,3) Individual humans learn how to become viable and independent in their framework of existence 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 Nordic nations and The Netherlands are attempting to shift from 4 to 5

66 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

67 66 Business NeedsCopyright 2008 Barrett Values CentreSeptember 2008 National Assessment: Current National Cultures PL= 7-3 | IROS (P)= | IROS (L)= freedom of speech 471Level 4 2. educational opportunities 437Level 3 3. prosperity 356Level 3 4. democratic process 344Level 4 5. financial stability 322Level 1 6. personal freedom 293Level 4 7. human rights 263Level 7 8. tradition (L) 256Level 2 9. bureaucracy (L) 253Level materialistic (L) 232Level 1 Current Culture Values Denmark (21%) Current Culture Values PL= 11-0 | IROS (P)= | IROS (L)= continuous improvement 195Level 4 2. environmental protection 104Level 1 3. strict moral/religious codes 104Level 3 4. political rights 102Level 3 5. education 100Level 4 6. nature conservancy 91Level 6 7. shared vision 90Level 5 8. information availability 88Level 3 9. shared values 88Level contentment 87Level social justice 87Level 4 Bhutan (6%)

68 67 Business NeedsCopyright 2008 Barrett Values CentreSeptember 2008 National Assessment: Current National Cultures Current Culture Values Iceland (54%) PL= 2-8 | IROS (P)= | IROS (L)= materialistic (L) 419Level 1 2. short-term focus (L) 324Level 1 3. educational opportunities 275Level 3 4. uncertainty about the future (L) 275Level 1 5. corruption (L) 269Level 1 6. elitism (L) 264Level 3 7. material needs 224Level 1 8. wasted resources (L) 207Level 3 9. gender discrimination (L) 196Level blame (L) 177Level 2 PL= 0-10 | IROS (P)= | IROS (L)= corruption (L) 726Level 1 2. bureaucracy (L) 604Level 3 3. inequality (L) 522Level 2 4. poverty (L) 495Level 1 5. unemployment (L) 430Level 1 6. crime/violence (L) 424Level 1 7. environmental pollution (L) 331Level 1 8. emphasis on materiality (L) 298Level 1 9. self interest (L) 251Level drug addiction (L) 246Level 1 Current Culture Values Latvia (54%)

69 68 Bhutan: Group (403) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal ValuesCurrent Culture ValuesDesired Culture Values PL = 9-1 | IRS (P) = | IRS (L) = PL = 10-1 | IROS (P) = | IROS (L) = PL = 9-1 | IROS (P) = | IROS (L) = Matches PV - CC1 CC - DC6 PV - DC2 1. friendship 180Level 2 2. continuous learning 160Level 4 3. compassion 128Level 7 4. caution (L) 122Level 1 5. sincerity 121Level 5 6. social justice 118Level 7 7. self-discipline 102Level 1 8. optimism 95Level 5 9. helpfulness 94Level caring 92Level 2 Black Underline = PV & CCOrange = CC & DCP = PositiveL = Potentially Limiting I = IndividualO = Organizational Orange = PV, CC & DCBlue = PV & DC(white circle)R = RelationshipS = Societal 1. continuous improvement 195Level 4 2. environmental protection 104Level 1 3. strict moral/religious codes (L) 104Level 3 4. political rights 102Level 3 5. education 100Level 4 6. nature conservancy 91Level 6 7. shared vision 90Level 5 8. information availability 88Level 3 9. shared values 88Level contentment 87Level social justice 87Level 4 1. education 115Level 4 2. continuous improvement 113Level 4 3. freedom of speech 113Level 4 4. economic growth 107Level 1 5. social justice 100Level 4 6. contentment 93Level 5 7. environmental protection 89Level 1 8. compassion 83Level 7 9. full employment 82Level strict moral/religious codes (L) 82Level 3 Values PlotCopyright 2008 Barrett Values CentreAugust 2008

70 Bhutan: Group (403) C T S Values DistributionCopyright 2008 Barrett Values CentreAugust 2008 C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = Entropy = 6% CTS = Entropy = 6% CTS = Entropy = 6% Personal Values Current Culture Values Desired Culture Values

71 PersonalCurrent CultureDesired Culture Bhutan: Group (403) Positive Values Distribution Copyright 2008 Barrett Values CentreAugust 2008

72 Bhutan: Group (403) Business NeedsCopyright 2008 Barrett Values CentreAugust 2008 Value Jumps

73 72 Bhutan: Group (403) Business NeedsCopyright 2008 Barrett Values CentreAugust 2008 Limiting Values

74 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?

75 2008 CTT Conference: Humanity Assessment Prepared by: Barrett Values Centre September, 2008

76 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? 75

77 Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal ValuesCurrent Culture ValuesDesired Culture Values PL= 10-0 | IRS (P)= | IRS (L)= PL= 2-9 | IROS (P)= | IROS (L)= PL= 13-0 | IROS (P)= | IROS (L)= Matches PV - CC0 CC - DC2 PV - DC2 1. integrity 23Level 5 2. well-being (physical/ emotional/mental/ spiritual) 20Level 6 3. continuous learning 18Level 4 4. making a difference 16Level 6 5. family 15Level 2 6. humor/fun 15Level 5 7. personal growth 14Level 4 8. balance (home/work) 13Level 4 9. compassion 13Level financial stability 13Level 1 Black Underline = PV & CCOrange = CC & DCP = PositiveL = Potentially Limiting I = IndividualO = Organizational Orange = PV, CC & DCBlue = PV & DC(white circle)R = RelationshipS = Societal 1. over consumption (L) 25Level 1 2. conflict/aggression (L) 23Level 2 3. uncertainty about the future (L) 22Level 1 4. short-term focus (L) 18Level 1 5. environmental pollution (L) 15Level 1 6. lack of accountability (L) 15Level 2 7. corruption (L) 14Level 1 8. bureaucracy (L) 13Level 3 9. elitism (L) 13Level concern for future generations 12Level educational opportunities 12Level 3 1. ecological responsibility 21Level 6 2. concern for future generations 20Level 7 3. culture of peace 19Level 7 4. compassion 16Level 7 5. long-term perspective 16Level 7 6. human dignity 14Level 4 7. educational opportunities 13Level 3 8. food security 13Level 1 9. well-being (physical/ emotional/mental/ spiritual) 13Level collaborative approach 12Level forgiveness 12Level sustainable development 12Level wisdom 12Level 7 Values PlotCopyright 2008 Barrett Values CentreSeptember 2008 Humanity Assessment (2008 CTT Conference): Group (47)

78 C T S Values DistributionCopyright 2008 Barrett Values CentreSeptember 2008 C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = Entropy = 0% CTS = Entropy = 52% CTS = Entropy = 0% Personal Values Current Culture Values Desired Culture Values

79 PersonalCurrent CultureDesired Culture Humanity Assessment (2008 CTT Conference): Group (47) Positive Values Distribution Copyright 2008 Barrett Values CentreSeptember 2008

80 Humanity Assessment (2008 CTT Conference): Group (47) Common Good Transformation Self-Interest Cultural Entropy CTSCopyright 2008 Barrett Values CentreSeptember 2008 Personal Values Current Culture Values Desired Culture Values

81 80 Humanity Organizational Assessment: Group (47) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal ValuesCurrent Culture ValuesDesired Culture Values PL= 10-0 | IRS (P)= | IRS (L)= PL= 10-0 | IROS (P)= | IROS (L)= PL= 11-0 | IROS (P)= | IROS (L)= Matches PV - CC3 CC - DC6 PV - DC4 1. integrity 23Level 5 2. well-being (physical/emotional/ment al/spiritual) 20Level 6 3. continuous learning 18Level 4 4. making a difference 16Level 6 5. family 15Level 2 6. humor/fun 15Level 5 7. personal growth 14Level 4 8. balance (home/work) 13Level 4 9. compassion 13Level financial stability 13Level 1 Black Underline = PV & CCOrange = CC & DCP = PositiveL = Potentially Limiting I = IndividualO = Organizational Orange = PV, CC & DCBlue = PV & DC(white circle)R = RelationshipS = Societal 1. continuous improvement 15Level 4 2. making a difference 15Level 6 3. continuous learning 14Level 4 4. customer satisfaction 14Level 2 5. financial stability 14Level 1 6. accountability 12Level 4 7. coaching/mentoring 12Level 6 8. customer collaboration 12Level 6 9. teamwork 12Level commitment 11Level 5 1. humor/fun 17Level 5 2. customer satisfaction 16Level 2 3. making a difference 16Level 6 4. customer collaboration 15Level 6 5. innovation 15Level 4 6. accountability 14Level 4 7. continuous improvement 14Level 4 8. shared values 14Level 5 9. continuous learning 13Level shared vision 13Level well-being (physical/emotional/menta l/spiritual) 13Level 6 Values PlotCopyright 2008 Barrett Values CentreSeptember 2008

82 Humanity Organizational Assessment: Group (47) C T S Values DistributionCopyright 2008 Barrett Values CentreSeptember 2008 C = Common Good T = Transformation S = Self-Interest Positive Values Potentially Limiting Values CTS = Entropy = 0% CTS = Entropy = 6% CTS = Entropy = 0% Personal Values Current Culture Values Desired Culture Values

83 PersonalCurrent CultureDesired Culture Humanity Organizational Assessment: Group (47) Positive Values Distribution Copyright 2008 Barrett Values CentreSeptember 2008

84 Humanity Organizational Assessment: Group (47) Common Good Transformation Self-Interest Cultural Entropy CTSCopyright 2008 Barrett Values CentreSeptember 2008 Personal Values Current Culture Values Desired Culture Values

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

86 85 Pressing issues for humanity

87 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? 86


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