Presentation on theme: "Research on Consciousness"— Presentation transcript:
0 The Role of CTT in the Evolution of Human Consciousness Richard Barrett
1 Research on Consciousness Role of CTTResearch on Consciousness
2 When did consciousness begin? UNDERLYING THESIS OF MY RESEARCHFundamentally, 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 RESEARCH5. 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 definedUNDERLYING THESIS OF MY RESEARCH9. 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 entityCorrected quote for accuracy.
5 Evolution of Planes of Consciousness ‘Big Bang’We are hereEnergyAtomsCellsIndividualsHumanity10-21 m10-14 m10-5 m10+1 m10+7 mCorrected quote for accuracy.Plane 1Plane 2Plane 3Plane 4Plane 514 Billion years of evolution
6 Planes / Stages of Evolution INDIVIDUAL VIABILITYGROUPVIABILITYGROUPSUSTAINABILITYHomo SapiensNationsHumanityEukaryotic CellOrganismsCreaturesCorrected quote for accuracy.CarbonAtomMoleculesCellsEnergyWaves /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 SUSTAINABILITYViable independent group structures learn how to cooperate with each other for mutual benefit and eventually create a higher order entityGROUP VIABILITYViable independent entities learn how to bond with other viable independent entities to form a cohesivegroup structureComplexityCorrected quote for accuracy.INDIVIDUAL VIABILITYIndividual entities learn how to become viable and independent in theirframework of existence
8 Three Stages of Evolution and the Barrett Model ServiceGROUP SUSTAINABILITY (6,7)Viable independent group structures learn how to cooperate with each other for mutual benefit and eventually create a higher order entityMaking a differenceInternal cohesionGROUP VIABILITY (4,5)Viable independent entities learn how to bond with other viable independent entities to form a cohesivegroup structureTransformationSelf-esteemINDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become viable and independent in theirframework of existenceCorrected quote for accuracy.RelationshipSurvival
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 developmentthe increased level of interconnectedness of people, andthe 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 discriminationInterdependency issues: vulnerability of financial markets, food security, demand for water
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 diversityCare for community of life with understanding, compassion and love.Build democratic societies that are just, participatory, sustainable, and peacefulSecure 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 lifePrevent harm as best method of environmental protection and when knowledge is limited, apply precautionary approachAdopt patterns of production, consumption, and reproduction that safeguard Earth’s regenerative capacities, human rights, and community well beingAdvance 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 imperativeEnsure that economic activities and institutions at all levels promote human development in an equitable and sustainable mannerAffirm gender equality and equity as prerequisites to sustainable development and ensure universal access to education, health care and economic opportunityUphold 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 justiceIntegrate into formal education and life-long learning the knowledge, values, and skills needed for a sustainable way of lifeTreat all living things with respect and considerationPromote a culture of tolerance nonviolence and peace
19 The Earth CharterRESEPECT AND CARE FOR THE COMMUNITYOF LIFEECOLOGICALINTEGRITYSOCIAL AND ECONOMIC JUSTICEDEMOCRACY, NONVIOLENCE AND PEACELife 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 UN Millennium Goals - 2015 Eradicate extreme poverty and hunger Achieve universal primary educationPromote gender equality and empower womenReduce child mortalityImprove maternal healthCombat HIV/AIDS, malaria and other diseasesEnsure environmental sustainabilityDevelop a global partnership for development
23 Integral four quadrant model ValuesBehaviorsPersonalityIndividual values and beliefsCharacterIndividual behaviorsIndividualCultureGroup values and beliefsSocial StructuresGroup behaviorsCollectiveBased on the work of Ken Wilber
24 What is missing from an integral perspective? EARTH CHARTERTalks 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.XXWilber’s four quadrantsUN MILLENNIUM GOALSUniquely focused on outcomes based on community behaviors.XXX
25 The evolution of consciousness – the missing perspective Leadership – the evolution of personal consciousnessTo 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.1234The evolution of national and business consciousnessTo 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 quadrantsWhen 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 everywhereIn 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 nationsNations 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 developmentBy 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 Iceland2. Working at the individual business levelCarrying out culture, team and values assessments to develop successful small, medium and large businesses3. Working at the individual leader levelCarrying 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 utilities2. Working with federal, state and municipal leadersCarrying out individual and leadership values assessments3. Working with local communities and NGOsCarrying 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 departmentsWorking with individual schoolsCarrying out culture and team values assessments for schools3. Working with education leadersCarrying out individual and leadership values assessments
34 What CTT does Gets to the core of what matters - VALUES ALIGNMENT Starts - TRANSFORMATIONAL CONVERSATIONSIdentifies - BARRIERS TO EVOLUTIONProvides guidance on - DIRECTION OF EVOLUTIONSupports leaders in their - PERSONAL GROWTHSupports groups in their - LEADERSHIP DEVELOPMENT
35 The way forwardContinue 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.
37 Evolution of arenas of competitive advantage Consciousness AgeCultural CapitalInformation AgeIntellectual CapitalIndustrial AgeQuality of ProductAgricultural AgeManpower180019002000
38 Evolution of competitive advantage Industrial AgeQuality of ProductChangeInformation AgeIntellectual CapitalTransformationConsciousness AgeCulturalCapitalEvolution
39 Research on values, culture and performance Signature WorkshopResearch on values, culture and performance
40 Research on long lasting successful companies Long lasting companies live their values – values-drivenHave a culture that gives guidance to employees – vision-guided and mission-drivenJim 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 , 1990Long lasting successful companies15 times general stock market6 times comparison companiesJim 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 companiesFinance6%Client RelationsFitness20%19%Evolution18%26%Culture11%Societal Contribution
43 What long-lasting companies focus on BEST EMPLOYERSAUSTRALIA 2008FinanceFinance6%FitnessClient Relations20%19%Evolution18%26%Culture11%Societal ContributionSocietal Contribution
44 Best and worst employers in Australia 2008 Allocation of top ten current culture valuesBEST EMPLOYERSWORST EMPLOYERSFinanceFinanceClient RelationsFitnessEvolutionCultureSocietal ContributionSocietal ContributionBEST 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 Listed58% Private10 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 5050% in bottom 50S&P 500
46 ConclusionBest employers (vision-guided, values-driven organisations) achieve high levels of performance !WHY?Values AlignmentI can bring my whole self to workplusMy work allows me to satisfy my deficiency needs and my growth needsMission AlignmentGroup CohesionHigh level of staff engagement and cultural alignment
48 Stages in the Development of Personal Consciousness Positive Focus /Excessive FocusServiceSERVICE TO HUMANITY AND THE PLANETDevoting your life in self-less service to your purpose and visionMaking a differenceCOLLABORATING WITH PARTNERSWorking with others to make a positive difference by actively implementing your purpose and visionInternal cohesionFINDING PERSONAL MEANINGUncovering your sense of purpose and creating a vision for the future you want to createTransformationPERSONAL GROWTHUnderstanding your deepest motivations and experiencing responsible freedom by letting go of your fearsSelf-esteemSELF-WORTHFeeling a positive sense of pride in self and ability to manage your lifeRelationshipBELONGINGFeeling a personal sense of belonging, feeling loved by selfand othersSurvivalFINANCIAL SECURITY & SAFETYCreating a safe secure environment for self and significantothersCorrected quote for accuracy.Power, Status,Being liked, BlameControl, Greed
49 Stages in the Development of Leadership Consciousness Positive Focus /Excessive FocusWisdom/VisionarySERVICE TO HUMANITY AND THE PLANETSocial responsibility, future generations, long-term perspective, ethics, compassion, humilityPartner/MentorCOLLABORATION WITH PARTNERSStrategic alliances, community involvement, environmental stewardship, coaching, mentoringIntegrator/InspirerINTERNAL COHESIONShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparencyFacilitator/InfluencerCONTINUOUS RENWAL AND LEARNINGAccountability, adaptability, empowerment, teamwork, innovation, delegation, personal growthManager/OrganiserHIGH PERFORMANCESystems, processes, company pride, quality, best practices,CommunicatorRELATIONSHIPSEmployee recognition, employee and customer loyalty,conflict resolutionFinancial ManagerFINANCIAL STABILITYProfit, compliance, shareholder value, employee healthand safetyCorrected quote for accuracy.Power, Status,Manipulation, BlameControl, Greed
50 Three Stages of Evolution and the Barrett Model ServiceGROUP SUSTAINABILITY (6,7)Viable independent group structures learn how to cooperate with each other for mutual benefit and eventually create a higher order entityMaking a differenceInternal cohesionGROUP VIABILITY (4,5)Viable independent entities learn how to bond with other viable independent entities to form a cohesivegroup structureTransformationSelf-esteemINDIVIDUAL VIABILITY (1,2,3)Individual entities learn how to become viable and independent in theirframework of existenceCorrected quote for accuracy.RelationshipSurvival
51 Three stages of personal evolution ServiceSOUL UNFOLDMENT (6,7)Cooperating with partners in strategic alliances to serve humanity and the planetMaking a differenceInternal cohesionEGO / SOUL ALIGNMENT (4,5)Finding personal meaning in existence and balancing self-interest with group interestTransformationSelf-esteemEGO DEVELOPMENT (1,2,3)Developing a healthy ego by overcoming the fears thatcause deficiency needsCorrected quote for accuracy.RelationshipSurvival
52 Personal growth and leadership development SOUL UNFOLDMENT (6,7)Cooperating with partners in strategic alliances to serve humanity and the planetEXTERNAL COHESION (6,7)Individuals learn how to cooperate across group structures for mutual benefitEGO / SOUL ALIGNMENT (4,5)Finding personal meaning in existence and balancing self-interest with group interestINTERNAL COHESION (4,5)Individuals learn how to build teams and bond to formgroup structuresEGO DEVELOPMENT (1,2,3)Developing a healthy ego by overcoming the fears thatcause deficiency needsPERSONAL MASTERY (1,2,3)Individuals learn how to become viable and independent in theirframework of existence
53 Leadership development Personal ComponentThree stages:Personal masteryInternal cohesionExternal cohesionBusiness ComponentThree stages:Business masteryCultural masteryBusiness sustainabilityWilber’s four quadrants
54 Leadership development: Personal component Stage 1Stage 2Stage 37654321PERSONAL MASTERY“Overcoming the limitingfear-based beliefs that createpersonal entropy”Preconditions:Transcend personal conditioningTranscend cultural conditioningBecome responsible and accountable for one’s lifeDevelop emotional intelligence skillsUnderstand how one creates one’s personal realityINTERNAL COHESION“The need to be, and dowhat you were born to do.To live with passion.”Preconditions:Focus on personal growthAlign with soul’s purposeDevelop social intelligence skillsBond with others for the good of the groupEmbrace values-based decision-makingEXTERNAL COHESION“Collaborate with others for mutual benefit and the goodof society.”Preconditions:Deepen personal growthActualize soul’s purpose by making a differenceBecome a coach and mentorDevelop compassion, humility, and empathyEmbrace 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 1Stage 2Stage 37654321BUSINESS MASTERY“Building pride in performance through excellence ”Preconditions:Focus on financial stability, employee health and safetyFocus on employee recognition and customer loyaltyFocus on quality, excellence, systems and processesFocus on measurementCULTURAL MASTERY“Building internal cohesion through values and mission alignment.”Preconditions:Focus on accountability and empowermentFocus on adaptability and innovationDevelop shared vision and shared valuesEmbrace values-based decision-makingBUSINESS SUSTAINABILITY“Building strategic alliancesfor the good of society.”Preconditions:Focus on employee fulfillmentFocus on coaching and mentoringFocus on ethics and social responsibilityFocus on long-term perspective and future generations
58 Leadership development focus based on CVA PERSONAL MASTERY (1,2,3)“Overcoming the limitingfear-based beliefs that createpersonal entropy”Preconditions:Transcend personal conditioningTranscend cultural conditioningBecome responsible and accountable for one’s lifeDevelop emotional intelligence skillsUnderstand how one creates one’s personal realityCurrent Culture ValuesDesired Culture ValuesPL= 1-10 | IROS (P)= | IROS (L)=PL= 10-0 | IROS (P)= | IROS (L)=1. short-term focus (L)13Level 12. blame (L)11Level 23. manipulation (L)104. caution (L)75. cynicism (L)Level 36. bureaucracy (L)67. control (L)8. cost reduction59. empire building (L)10. image (L)11. long hours (L)1. cooperation8Level 52. accountability7Level 43. employee recognitionLevel 24. trust5. leadership development6Level 66. teamwork7. commitment58. continuous improvement9. customer satisfaction10. empowermentINTERNAL COHESION (4,5)“The need to be, and dowhat you were born to do.To live with passion.”Preconditions:Focus on personal growthAlign with soul’s purposeDevelop social intelligence skillsBond with others for the good of the groupEmbrace 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 safetyFocus on employee recognition and customer loyaltyFocus on quality, excellence, systems and processesFocus on measurementCurrent Culture ValuesDesired Culture ValuesPL= 12-0 | IROS (P)= | IROS (L)=PL= 11-0 | IROS (P)= | IROS (L)=1. customer satisfaction16Level 22. commitment11Level 53. continuous learningLevel 44. making a differenceLevel 65. global perspective9Level 36. mentoring7. enthusiasm88. leadership development9. integrity710. open communication11. optimism12. shared values1. customer satisfaction15Level 22. continuous learning12Level 43. financial stability11Level 14. integrity10Level 55. mentoringLevel 66. continuous improvement87. global perspectiveLevel 38. making a difference9. shared vision10. excellence711. results orientationCULTURAL MASTERY (4,5)“Building internal cohesion through values and mission alignment.”Preconditions:Focus on accountability and empowermentFocus on adaptability and innovationDevelop shared vision and shared valuesEmbrace values-based decision-making
60 Leadership development focus based on CVA Current Culture ValuesDesired Culture ValuesINTERNAL COHESION (4.5)“The need to be, and dowhat you were born to do.To live with passion.”Preconditions:Focus on personal growthAlign with soul’s purposeDevelop social intelligence skillsBond with others for the good of the groupEmbrace values-based decision-makingPL= 10-0 | IROS (P)= | IROS (L)=PL= 10-0 | IROS (P)= | IROS (L)=1. profit11877Level 12. customer focus10507Level 63. community involvement91524. results orientation9014Level 35. organizational growth89696. brand image88397. accountability7601Level 48. achievement75799. customer satisfaction7460Level 210. shareholder value72051. customer focus9572Level 62. customer satisfaction9165Level 23. accountability9079Level 44. balance (home/work)75065. staff engagement7151Level 56. leadership excellence69897. teamwork69118. best practice6504Level 39. continuous improvement631610. employee wellbeing6253Level 1CULTURAL MASTERY (4,5)“Building internal cohesion through values and mission alignment.”Preconditions:Focus on accountability and empowermentFocus on adaptability and innovationDevelop shared vision and shared valuesEmbrace values-based decision-making
61 Leadership development focus based on CVA PERSONAL MASTERY (1,2,3)“Overcoming the limitingfear-based beliefs that createpersonal entropy”Preconditions:Transcend personal conditioningTranscend cultural conditioningBecome accountable and responsible for one’s lifeDevelop emotional intelligence skillsUnderstand how one creates one’s personal realityCurrent Culture ValuesDesired Culture ValuesPL = 9-1 | IROS (P) = | IROS (L) =PL = 10-0 | IROS (P) = | IROS (L) =1. professionalism277Level 32. responsibility215Level 43. cooperation213Level 54. humor/fun2005. job security (L)188Level 16. teamwork1737. commitment1648. quality1539. customer satisfaction149Level 210. accountability1381. employee fulfillment299Level 62. employee recognition261Level 23. professionalism254Level 34. cooperation232Level 55. humor/fun2296. open communication2207. respect2038. responsibility197Level 49. trust17210. customer satisfaction168INTERNAL COHESION (4,5)“The need to be, and dowhat you were born to do.To live with passion.”Preconditions:Focus on personal growthAlign with soul’s purposeDevelop social intelligence skillsBond with others for the good of the groupEmbrace values-based decision-making
63 Stages in the Development of National Consciousness Positive Focus /Excessive FocusGlobalGlobal SustainabilityHuman Rights, Future Generations, Ecological Resilience.External CohesionStrategic AlliancesRegional Collaboration, Environmental Awareness, Quality of Life .Internal CohesionStrong National IdentityTrust, Openness, Transparency, Shared Vision and Values, Fairness.TransformationDemocratic ProcessesEquality, Freedom of Speech, Consensus, Adaptability, Accountability.Self-EsteemInstitutional EffectivenessRule of Law, National Pride, Governmental EfficiencyRelationshipSocial StabilityConflict Resolution, Racial Harmony, RitualsSurvivalEconomic StabilityProsperity. Health, Defense, Social Safety Nets7654Corrected quote for accuracy.3Bureaucracy, Central Control, Elitism.2Inequality, Discrimination, Intolerance.1Corruption, 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 overallgood of humanityCurrent problems of existence require global interventions at these levelsNordic nations and The Netherlands are attempting to shift from 4 to 5GROUP VIABILITY (4,5)Viable independent individuals learn how to bond with each otherto form a cohesive nationMost industrialized nations are attempting to shift from 3 to 4Corrected quote for accuracy.INDIVIDUAL VIABILITY (1,2,3)Individual humans learn how to become viable and independent in their framework of existenceMost 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 survey2006: Latvia National Assessment for Government2007: Bhutan National Assessment for International Center for Ethnographic Studies2008: Denmark and Iceland National and Business assessments for Capacent Consultants
66 Current Culture Values Current Culture Values National Assessment: Current National CulturesBhutan (6%)Denmark (21%)Current Culture ValuesCurrent Culture ValuesPL= 11-0 | IROS (P)= | IROS (L)=PL= 7-3 | IROS (P)= | IROS (L)=1. continuous improvement195Level 42. environmental protection104Level 13. strict moral/religious codesLevel 34. political rights1025. education1006. nature conservancy91Level 67. shared vision90Level 58. information availability889. shared values10. contentment8711. social justice1. freedom of speech471Level 42. educational opportunities437Level 33. prosperity3564. democratic process3445. financial stability322Level 16. personal freedom2937. human rights263Level 78. tradition (L)256Level 29. bureaucracy (L)25310. materialistic (L)232Business NeedsCopyright 2008 Barrett Values CentreSeptember 2008
67 Current Culture Values Current Culture Values National Assessment: Current National CulturesIceland (54%)Latvia (54%)Current Culture ValuesCurrent Culture ValuesPL= 0-10 | IROS (P)= | IROS (L)=PL= 2-8 | IROS (P)= | IROS (L)=1. materialistic (L)419Level 12. short-term focus (L)3243. educational opportunities275Level 34. uncertainty about the future (L)5. corruption (L)2696. elitism (L)2647. material needs2248. wasted resources (L)2079. gender discrimination (L)196Level 210. blame (L)1771. corruption (L)726Level 12. bureaucracy (L)604Level 33. inequality (L)522Level 24. poverty (L)4955. unemployment (L)4306. crime/violence (L)4247. environmental pollution (L)3318. emphasis on materiality (L)2989. self interest (L)25110. drug addiction (L)246Business NeedsCopyright 2008 Barrett Values CentreSeptember 2008
68 Current Culture Values Desired Culture Values Bhutan: Group (403)Personal ValuesCurrent Culture ValuesDesired Culture ValuesLevel 7Level 6Level 5Level 4Level 3Level 2Level 1PL = 9-1 | IRS (P) = | IRS (L) = 1-0-0PL = 10-1 | IROS (P) = | IROS (L) =PL = 9-1 | IROS (P) = | IROS (L) =MatchesPV - CC 1CC - DC 6PV - DC 21. friendship180Level 22. continuous learning160Level 43. compassion128Level 74. caution (L)122Level 15. sincerity121Level 56. social justice1187. self-discipline1028. optimism959. helpfulness9410. caring921. continuous improvement195Level 42. environmental protection104Level 13. strict moral/religious codes (L)Level 34. political rights1025. education1006. nature conservancy91Level 67. shared vision90Level 58. information availability889. shared values10. contentment8711. social justice1. education115Level 42. continuous improvement1133. freedom of speech4. economic growth107Level 15. social justice1006. contentment93Level 57. environmental protection898. compassion83Level 79. full employment82Level 310. strict moral/religious codes (L)Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = OrganizationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = SocietalValues PlotCopyright 2008 Barrett Values CentreAugust 2008
70 Copyright 2008 Barrett Values Centre Bhutan: Group (403)PersonalCurrent CultureDesired CulturePositive Values DistributionCopyright 2008 Barrett Values CentreAugust 2008
71 Copyright 2008 Barrett Values Centre Bhutan: Group (403)Value JumpsBusiness NeedsCopyright 2008 Barrett Values CentreAugust 2008
72 Copyright 2008 Barrett Values Centre Bhutan: Group (403)Limiting ValuesBusiness NeedsCopyright 2008 Barrett Values CentreAugust 2008
73 Some questions for consideration How can we bring a transformational leadership approach to the Earth Charter and Millennium Development GoalsWhat 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 Humanity Assessment Personal Values Please select 10 values/behaviors that most reflect who you are, not who you desire to becomeCurrent Culture Please select 10 values/behaviors that most represent your experience of humanity as it exists todayDesired Culture Please select 10 values/behaviors that you believe humanity must embrace to create a sustainable futureWhat 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 ValuesCurrent Culture ValuesDesired Culture ValuesLevel 7Level 6Level 5Level 4Level 3Level 2Level 1PL= 10-0 | IRS (P)= | IRS (L)= 0-0-0PL= 2-9 | IROS (P)= | IROS (L)=PL= 13-0 | IROS (P)= | IROS (L)=MatchesPV - CC 0CC - DC 2PV - DC 21. integrity23Level 52. well-being (physical/emotional/mental/spiritual)20Level 63. continuous learning18Level 44. making a difference165. family15Level 26. humor/fun7. personal growth148. balance (home/work)139. compassionLevel 710. financial stabilityLevel 11. over consumption (L)25Level 12. conflict/aggression (L)23Level 23. uncertainty about the future (L)224. short-term focus (L)185. environmental pollution (L)156. lack of accountability (L)7. corruption (L)148. bureaucracy (L)13Level 39. elitism (L)10. concern for future generations12Level 711. educational opportunities1. ecological responsibility21Level 62. concern for future generations20Level 73. culture of peace194. compassion165. long-term perspective6. human dignity14Level 47. educational opportunities13Level 38. food securityLevel 19. well-being (physical/emotional/mental/spiritual)10. collaborative approach1211. forgiveness12. sustainable development13. wisdomBlack Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = OrganizationalOrange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = SocietalValues PlotCopyright 2008 Barrett Values CentreSeptember 2008
86 QuestionsWhat 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?
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