Global Values Development Phil Clothier BVC at SALAR Stockholm Jan 2011

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

A Global Perspective on Values Development

[email protected] – January 2011

Hello my name is Phil, I am very happy to be here.

Hej mitt namn är Phil, jag är mycket glad att vara här

I have a question for you.....

Jag har en fråga till dig .....

If your email in-box is empty, your task list is complete, all your projects have come to successful conclusion, your relationships at home and at work are in great shape & you feel in a place of perfect peace and calm ....

.......... please raise your hand.

Om din email låda är tom, din åtgärdslista avklarad, alla dina projekt framgångsrikt genomförda, dina relationer hemma och på jobbet är på topp och du känner dig perfekt, lugn och i harmoni .......

....... vänligen, räck upp din hand!

Me too

Jag också

Relax your shoulders. Take a deep breath.

Slappna av i axlarna. Ta ett djupt andetag.

Now we will take a few minutes to slow down our thoughts....... keep breathing

Nu kommer vi att ta några minuter att sakta ner våra tankar ....... Fortsätt andas

9

The purpose of our lives is to be happy Dalai

Lama

Happiness is the extent to which you live in love, as opposed to living in fear. Phil

Clothier

13

Values – The building blocks of culture

14

1. client satisfaction 2. making a difference3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics8. financial stability

1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit

What is culture?

Talent Financial viability

Excellence Ethics Resilience

15

1. partnerships2. community involvement3. customer focus4. accessible to everyone5. working together6. bureaucracy (L)7. public service ethic8. making a difference9. flexibility10. achievement11. environmental awareness

What is culture?

1. confusion (L)2. blame (L)3. manipulation (L)4. power (L)5. bureaucracy (L)6. internal competition (L)7. job insecurity (L)8. information hoarding (L)9. control (L)10. exploitation (L)11. hierarchy (L)12. long hours (L)

Government Departments

Cultural Entropy 68% Cultural Entropy 18%

16

Values under Pressure

17

18

Iceland

Entropy 54%

August 2007

2007

19

Latvia

Latvia Government dissolved after failure to

agree budget - 2007

20

21

Latvian and Russian Desired Culture

1. caring for elderly 293 Level 4

2. economic growth 279 Level 1

3. concern for future generations

252 Level 7

4. job security 214 Level 1

5. environmental awareness

186 Level 6

6. caring for the disadvantaged

172 Level 4

7. affordable housing 165 Level 1

8. education 148 Level 4

9. honesty 142 Level 5

10. prosperity 141 Level 1

1. economic growth 155 Level 1

2. caring for elderly 150 Level 4

3. affordable housing 99 Level 1


90 Level 7

5. job security 89 Level 1

6. social justice 85 Level 4


84 Level 4

8. environmental awareness 77 Level 6

9. human rights 74 Level 7

10. material wealth 73 Level 1

Latvian desired culture Russian desired culture

22

title

23

The Value of Values

Latvia Sustainable Development Strategy until 2030http://www.latvija2030.lv/page/320

24

The Big Society

All the managers and leaders [of the successful projects] aim to develop new services and policies with rather than for the people.

Christian Bason, Mindlab, Denmark

25

Organisational transformation starts

with the personal transformation of the

leaders

26

It all starts with me

27

Values Beliefs & Behaviours

AccountabilityAchievementBalance (home/work)CommitmentCompassionCompetenceContinuous learningCooperationCourageCreativityEnthusiasmEfficiencyEthics

ExcellenceFairnessFamilyFinancial gainFriendshipsFuture generationsHealthHonestyHumor/funIndependenceIntegrityInitiativeIntuition

Making a differenceOpen communicationOpennessPersonal fulfillmentPersonal growthPowerRespectResponsibilityRisk-takingSelf-disciplineSuccessTrustWisdom

1) Choose three values that are important to you in your life2) What are your beliefs that support these values3) What behaviours do you exhibit that support these values

28

Värderingar, övertygelser och beteenden

AnsvarBalans (hem/arbete)EffektivitetEkonomisk vinningEngagemangEntusiasmEtikExcellensFamiljFramgångFramtida generationerGöra skillnad/något betydelsefulltHumor/glädje

HälsaInitiativIntegritetIntuitionKompetensKreativitetMaktMedkänslaModPersonlig utvecklingPrestationRespektRisktagande

RättvisaSamarbeteSjälvdisciplinSjälvförverkligandeSjälvständighetStändigt lärandeTillit och förtroendeVishetVänskapÄrlighetÖppen kommunikationÖppenhet

1) Välj tre värdeord i listan nedan som är viktiga för dig i ditt liv. 2) Vilka övertygelser har du som stödjer detta värdeord?3) Vilka beteenden uppvisar du som stödjer detta värdeord?

29

Five Modes of Decision MakingSix

30

Six Modes of Decision Making

Based on past: DNA encoded reaction. Action precedes thought.

Based on past: Learned reaction. Action precedes thought.

Based on past: Considered response. Pause between event and response.

Future orientation. Consciously creating the future.

Based on what wants to emerge.Tap into the collective unconscious

Intuition

Instincts

Sub Conscious Beliefs

Conscious Beliefs

Values

Your soul is calling. You need to do this!Inspiration

31

Values

Values - A shorthand method of describing our individual and collective motivations and what is important to us.

Values can be positive or potentially limiting.

Positive Values: trust, creativity, passion, honesty, integrity, clarity

Potentially Limiting Values: power, blame, greed, status, being liked

32

Culture

The way things are done around here

The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group.

33

Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteemAbraham Maslow

Know and Understand

N e e d s C o n s c i o u s n e s s

Self-Actualization

Richard Barrett

34

7 Levels of Organisational Consciousness

Positive Focus / Excessive Focus

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

SurvivalFinancial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed

Employee RecognitionLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame

High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring

Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

35

7 Levels & Sustainability

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival Profit - Economic stability

Harmonious relationships

Organisational effectiveness

Continuous renewal

Cultural Alignment

Planet - Environment

People - Society

36

Where are you?

37

Survey Questions

1) Personal ValuesPlease select ten of the following values/behaviours that most reflect who you are, not who you desire to become.

2) Current National Culture ValuesPlease select ten of the following values/behaviours that most reflect how your organisation currently operates.

3) Desired National Culture ValuesPlease select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.

38www.valuescentre.com

CBT Staff (154)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1

Personal Values Current Culture Values Desired Culture Values

PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0 PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0 PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0

Matches

PV - CC 0CC - DC 1PV - DC 1


2. commitment 60 Level 5

3. humor/fun 53 Level 5

4. reliability 51 Level 3

5. enthusiasm 44 Level 5

6. adaptability 43 Level 4

7. family 37 Level 2

8. integrity 34 Level 5

9. trust 34 Level 5

10. balance (home/work) 32 Level 4

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

1. cost reduction 76 Level 1

2. bureaucracy (L) 66 Level 3

3. confusion (L) 61 Level 3

4. profit 54 Level 1

5. information hoarding (L)

47 Level 3

6. short-term focus (L) 47 Level 1

7. hierarchical (L) 45 Level 3

8. results orientation 39 Level 3

9. client focus 38 Level 2

10. empire building (L) 36 Level 2

1. client satisfaction 66 Level 2

2. employee fulfillment 65 Level 6

3. continuous improvement 58 Level 4

4. effective communication 56 Level 2

5. teamwork 50 Level 4

6. financial stability 44 Level 1

7. adaptability 42 Level 4

8. client focus 38 Level 2

9. professionalism 35 Level 3

10. vision 35 Level 7

Values Plot Copyright 2008 Barrett Values Centre August 2008

39

40

Cost of Limiting Values

• Short-term Focus£3,489,818

• Confusion£3,178,636

• Bureaucracy (unnecessary)£1,799,618

• Empire Building£1,764,682

• Information Hoarding£1,634,045

• Sickness and Leavers £834,225

• Hierarchical £624,327

• Long Hours £187,909

• Total Entropy (potential business value) £13,504,261

Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000.

Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.

41

Barrett Values Centre: Group (15)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1


IRS (P)= 4-1-1 | IRS (L)= 0-0-0 IROS (P)= 3-1-7-1 | IROS (L)= 0-0-1-0 IROS (P)= 1-3-5-0 | IROS (L)= 0-0-0-0

Matches


Health Index (PL)

PV: 6-0CC: 12-1DC: 9-0

1. family 10 2(R)

2. humour/fun 8 5(I)

3. integrity 7 5(I)

4. making a difference 7 6(S)

5. vision 7 7(I)

6. commitment 6 5(I)



1. customer satisfaction 12 2(O)

2. humour/fun 10 5(O)


4. making a difference 7 6(S)

5. balance (home/work) 6 4(O)

6. financial stability 6 1(O)

7. continuous improvement

5 4(O)

8. employee fulfilment 5 6(O)

9. innovation 5 4(I)

10. creativity 4 5(I)

11. hierarchy (L) 4 3(O)

12. organisational growth 4 1(O)

13. teamwork 4 4(R)

1. teamwork 11 4(R)

2. accountability 7 4(R)

3. continuous improvement

7 4(O)

4. humour/fun 7 5(O)

5. customer collaboration 6 6(O)

6. financial stability 6 1(O)

7. trust 6 5(R)


9. employee fulfilment 5 6(O)

Values Plot Copyright 2010 Barrett Values Centre December 2010

42

SALAR Story - Christine

43

Measurement Matters

1998

The Barrett Model

44

Working with Whole the organisation

2006

Implementing Whole-System Change

45

Cultural Evolution – Whole System Change

PersonalityIndividual values and beliefs

CharacterIndividual behaviors

CultureGroup values and beliefs

Social StructuresGroup behaviors

Values Behaviors

Personal Alignment

Structural Alignment

Values Alignment

Mission Alignment

Individual

Collective

Fredrik Reinfeldt

Sweden

Thank you Ken Wilber

46

Organisational transformation starts

with the personal transformation of the

leaders

47

Seven Levels of Leadership

Wisdom/ Visionary

Mentor/ Partner

Integrator/ Inspirer

Facilitator/ Influencer

Manager/ Organiser

Relationship Manager

Crisis Director

SERVICE TO HUMANITYLong –term perspective. Future generations. Ethics.

COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY

Strategic alliances. Employee fulfilment. Environmental stewardship.

DEVELOPMENT OF CORPORATE COMMUNITYPositive, creative corporate culture. Shared vision and values.

CONTINUOUS RENEWALPromotes learning and innovation. Team builder. Empowers

others.

BEING THE BEST, BEST PRACTICEProductivity. Efficiency. Quality. Systems and processes.

Bureaucracy. Complacency.

RELATIONSHIPS SUPPORTING CORPORATE NEEDSGood communication between employees, customers and

suppliers.Manipulation. Blame.

PURSUIT OF PROFIT & SHAREHOLDER VALUEAble to manage adversity. Directive. Willing to take

charge.Exploitation. Over-control.

Positive Focus/ Excessive Focus

48

The Leader and the Vision

The leader must be able to answer the questions

Who am I? Why am I here? What is my purpose? What is my vision?

If the leader cannot lead him/herself then how can they lead an organisation?

Who are we? Why are we here? What is our purpose? What is our vision?

49

What is holding you back from expanding your vision and contribution?

What qualities would you need to embrace to step into a larger role in the world?

CourageThe ability to overcome your fears … and do it anyhow.

50

Underlying Fears that Drive Deficiency Needs

Level 3 – I am not enoughI do not have enough power, authority or respect to satisfy my need for self-esteem

Level 1 – I don’t have enoughI do not have enough money, safety, protection, health, food, etc, to satisfy my need for survival

Level 2 – I am not loved enoughI do not have enough love, caring, attention, etc, to satisfy my need for belonging

51

Cultural Evolution Begins with Personal Evolution

The culture ofan organisationis a reflectionof the leadership consciousness.

power (L) 11 Level 3

blame (L) 10 Level 2

demanding (L) 10 Level 2

manipulative (L) 10 Level 2

experience 9 Level 3

controlling (L) 8 Level 1

arrogant (L) 7 Level 3

authoritarian (L) 6 Level 1

exploitative (L) 6 Level 1

ruthless (L) 6 Level 1

1. short-term focus (L) 13 Level 1

2. blame (L) 11 Level 2

3. manipulation (L) 10 Level 2

4. caution (L) 7 Level 1

5. cynicism (L) 7 Level 3


7. control (L) 6 Level 1

8. cost reduction 5 Level 1

9. empire building (L) 5 Level 2

10. image (L) 5 Level 3

11. long hours (L) 5 Level 3

LV A Feedback 14 Assessors

PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0

CVA Current Culture

PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0

Cultural Entropy 38% Personal Entropy 64%

52

The culture ofan organisationis a reflectionof the leadership consciousness.

continuous learning 11 Level 4

generosity 11 Level 5

commitment 10 Level 5

positive attitude 10 Level 5

vision 10 Level 7

ambitious 9 Level 3

making a difference 8 Level 6

results orientation 8 Level 3

honesty 7 Level 5

integrity 7 Level 5

intuition 7 Level 6

leadership developer 7 Level 6

1. customer satisfaction 16 Level 2

2. commitment 11 Level 5

3. continuous learning 11 Level 4

4. making a difference 11 Level 6

5. global perspective 9 Level 3

6. mentoring 9 Level 6

7. enthusiasm 8 Level 5

8. leadership development 8 Level 6

9. integrity 7 Level 5

10. open communication 7 Level 2

11. optimism 7 Level 5

12. shared values 7 Level 5

CVA Current Culture

PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0

LV A Feedback 27 Assessors

PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

Cultural Evolution Begins with Personal Evolution

Cultural Entropy 7% Personal Entropy 9%

53

2006

Democratising Leadership

54

Book dedication

Dedicated to My Mother

Gwendoline Olive Barrett

1910 - 2010

... and 15 Days

55

The New Leadership Paradigm

A Shift from “I” to “We”

Ultimately, the problems of existence that we collectively face are issues of personal consciousness, and the crisis we face is a crisis of leadership.

We will only get beyond this stage of our collective evolution if we can put aside our narrow self-interests, focus on the whole system, and build a values-driven framework of policies that support the common good.

56

From the Big Bang … to the Present Day

Stage 1Entities learn how to become viable and independent in their frameworks of existence.

Stage 2 As life conditions become more complex, viable independent entities bond with each other to create a group structures.

Stage 3 Viable independent group structures then cooperate with each other to form a higher order entity.

Energy Atoms Molecules Cells Organisms Creatures Homo sapiens

57

Stage 3 External Cohesion: Viable independent group structures then cooperate with each other to form a higher order entity.

Stage 1 Personal Mastery: An entity learns how to become viable and independent in its framework of existence.

Stage 2 Internal Cohesion: Viable independent entities then bond with each other to create a group structure.

Framework of Evolution & The Barrett Model

58

Leadership Development Learning System

The Book

The Web Site

The Journals and Workbooks

59

Full Spectrum Leadership (Self Assessment)

http://www.valuescentre.com/resources/?sec=exercises

60

National Values Assessments

61

Stages in the Development of National Consciousness

Global Global 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 Efficiency

RelationshipSocial StabilityConflict Resolution, Racial Harmony, Rituals

SurvivalEconomic Stability Prosperity. Health, Defense, Social Safety Nets

Positive Focus /

7

6

5

4

3

2

1Corruption, Violence, Poverty, Greed.Corruption, Violence, Poverty, Greed.

Inequality, Discrimination, Intolerance. Inequality, Discrimination, Intolerance.

Bureaucracy, Central Control, Elitism. Bureaucracy, Central Control, Elitism.

Excessive FocusExcessive Focus

62

National/Regional Values Assessments

Denmark Latvia Sweden Canada

Iceland Bhutan USA Belgium

AustraliaUK North West) BrazilFinland

Spain (Extremadura) Macedonia (Skopje) Argentina Venezuela

63

National Values Assessments: Outcomes

Australia National Conversation: Corporations, Government NGOs and Citizens.

Latvia 2030: Sustainable development strategy based on the values of the people. Highest planning document in Latvian Government

Iceland National Assembly. 1300 citizens from voting register chosen to help government rebuild a values driven nation.

Belgium Assessment under the Protection of the Royal Family. Politicians and mayors engaged in the dialogue with people.

http://bigconversation.org.au/

http://www.latvija2030.lv/upload/latvija2030_en.pdf

http://www.thjodfundur2009.is/english/

Sverige 2010+

SVERIGE 2010+

STUDIE OM SVERIGES KULTUR OCH VÄRDEGRUND

19 maj 2010

Sponsor av Sverige 2010+corporate missions ab

Förra året gjorde vi Sverige 2009+, nu har vi Sverige 2010+

http://www.preera.se/preera/sv/sverigestudien

66

Stories of social measurement and change from around the world – continually updated blog

To get a copy: http://bit.ly/eL9zQF

67

Survey Questions

1) Personal ValuesPlease select ten of the following values/behaviours that most reflect who you are, not who you desire to become.

2) Current National Culture ValuesPlease select ten of the following values/behaviours that most reflect how your society currently operates.

3) Desired National Culture ValuesPlease select ten of the following values/behaviours that you would most like to see reflected in your nation.

68

Cultural Entropy: Risk Bands

< 10% Prime: This a low level of entropy and augurs well for the future.

11%-20% Minor Issues: Some degree of dissatisfaction with the current culture that requires discussion and dialogue and could lead to potential unrest if left unresolved

21%-30% Significant Issues: Potential unease among the population and/or potential conflict situations that need to be addressed

31%-40% Serious Issues: Unresolved issues that, if left unaddressed, could lead to social unrest

41%-50% Critical Issues: Leadership issues that, if left unaddressed, could lead to a change in government

> 50% Culture in Crisis: Leadership issues that could lead to civil disobedience and social unrest. This indicates a need for a change in policy that could also be accompanied by a change in government

69

Argentina

Entropy ≈60%

2001

70

Argentina

Argentina financial crisis 2001

71

Denmark: Group (923) 2008

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1


PL= 10-0 | IRS (P)= 4-6-0 | IRS (L)= 0-0-0 PL= 7-3 | IROS (P)= 3-1-2-1 | IROS (L)= 1-0-2-0 PL= 10-0 | IROS (P)= 3-1-2-4 | IROS (L)= 0-0-0-0

Matches


1. family 450 Level 2


3. humor/fun 400 Level 5

4. responsibility 381 Level 4

5. positive attitude 302 Level 5

6. friendship 291 Level 2

7. caring 284 Level 2

8. fairness 243 Level 5

9. listening 233 Level 2

10. cooperation 230 Level 5



1. freedom of speech 471 Level 4

2. educational opportunities

437 Level 3

3. prosperity 356 Level 3

4. democratic process 344 Level 4


6. personal freedom 293 Level 4


8. tradition (L) 256 Level 2


10. materialistic (L) 232 Level 1

1. freedom of speech 356 Level 4

2. social responsibility 345 Level 4


341 Level 3



6. peace 289 Level 7

7. democratic process 272 Level 4

8. social justice 261 Level 4

9. personal freedom 249 Level 4

10. quality of life 233 Level 6

Values Plot Copyright 2008 Barrett Values Centre September 2008

Entropy 21%

72

Denmark

Denmark - Mohammed cartoon protests 2005 (freedom of speech)

73

Iceland

Entropy 54%

2008

74

Iceland

Iceland Economic Collapse 2008

75

Iceland National Assessment (1094) 2010

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 1-9

DC: 10-0

1. family 598 2(R)

2. honesty 497 5(I)

3. friendship 357 2(R)

4. positive attitude 335 5(I)

5. trust 298 5(R)

6. fairness 292 5(R)

7. health 273 1(I)


9. financial stability 268 1(I)

10. responsibility 264 4(I)



1. uncertainty about the future (L)

530 1(I)

2. corruption (L) 507 1(O)

3. unemployment (L) 495 1(O)

4. blame (L) 442 2(R)


347 7(S)

6. poverty (L) 326 1(I)

7. short-term focus (L) 307 1(O)

8. elitism (L) 296 3(R)

9. conflict/aggression (L) 283 2(R)

10. wasted resources (L) 282 3(O)

1. honesty 295 5(I)


3. employment opportunities

259 1(O)

4. family 235 2(R)

5. respect 230 2(R)

6. dependable public services

228 3(O)

7. poverty reduction 228 1(O)

8. educational opportunities 220 3(O)

9. caring for the elderly 219 4(S)

10. democratic process 217 4(R)

Values Plot Copyright 2010 Barrett Values Centre September 2010

Entropy 63%

76

Iceland

Iceland National Assembly 2009/2010

1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers

Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability

77

USA National Assessment (1502)

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 11-0CC: 0-10DC: 10-0

1. family 691 2(R)

2. caring 657 2(R)

3. honesty 576 5(I)

4. humor/fun 548 5(I)

5. compassion 469 7(R)



8. respect 392 2(R)


10. independence 359 4(I)

11. patience 359 5(I)




2. blame (L) 681 2(R)

3. bureaucracy (L) 681 3(O)

4. crime/violence (L) 628 1(R)


567 1(I)


7. materialistic (L) 527 1(I)



10. poverty (L) 358 1(I)



516 7(S)


497 1(O)


5. affordable housing 429 1(O)

6. peace 429 7(S)


398 4(S)


9. quality of life 335 6(I)


Values Plot Copyright 2009 Barrett Values Centre January 2009

Entropy 52%

2009

78

USA National Assessment (1504) 2010

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 1-9

DC: 10-0

1. family 655 2(R)

2. caring 646 2(R)

3. honesty 610 5(I)







10. respect 379 2(R)





3. blame (L) 680 2(R)


651 1(I)


6. materialistic (L) 586 1(I)




10. military strength 402 3(O)



567 7(S)

3. honesty 529 5(I)


488 1(O)


6. effective healthcare 435 1(O)

7. economic growth 398 1(O)


395 4(S)


10. peace 378 7(S)


Entropy 58%

79

USA 2009

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

80

Swedish National (1016) 2009

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 6-4

DC: 10-0

1. honesty 500 5(I)


3. family 467 2(R)










1. freedom of speech 539 4(O)

2. peace 522 7(S)



5. human rights 344 7(S)



311 6(S)


301 1(I)


10. nature conservancy 276 6(S)


571 1(O)



415 7(S)


5. honesty 334 5(I)

6. peace 307 7(S)



275 6(S)


10. fairness 254 5(O)

Values Plot Copyright 2009 Barrett Values Centre February 2009

Entropy 31%

Sverige 2010+ Personliga värderingar och samhällskultur

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 5-5

DC: 10-0

1. ärlighet 501 5(I)

2. familj 452 2(R)

3. humor/glädje 437 5(I)

4. ansvar 380 4(I)

5. medkänsla 326 7(R)

6. tar ansvar 318 4(R)

7. självständig 268 4(I)

8. positiv attityd 265 5(I)

9. rättvisa 247 5(R)

10. respekt 243 2(R)

Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organisational


1. yttrandefrihet 458 4(O)

2. byråkrati (L) 448 3(O)

3. arbetslöshet (L) 424 1(O)

4. fred 398 7(S)

5. resursslöseri (L) 314 3(O)

6. miljömedvetenhet 303 6(S)

7. demokratiska processer 298 4(R)

8. skyller på varandra (L) 297 2(R)

9. mänskliga rättigheter 281 7(S)

10. ovisshet omframtiden (L)

280 1(I)

1. arbetstillfällen 568 1(O)

2. ekonomisk stabilitet 423 1(I)

3. ansvar för kommande generationer

380 7(S)

4. ärlighet 314 5(I)

5. bevara naturen 297 6(S)

6. omsorg om de äldre 296 4(S)

7. omsorg om de utsatta 245 4(S)

8. livskvalitet 239 6(I)

9. rättvisa 233 5(O)

10. fred 229 7(S)

Values Plot Copyright 2010 Barrett Values Centre March 2010

Entropy 34%

82

Swedish National (1002) 2010

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 5-5

DC: 10-0

1. honesty 501 5(I)

2. family 452 2(R)








10. respect 243 2(R)






4. peace 398 7(S)



303 6(S)


8. blame (L) 297 2(R)



280 1(I)

1. employment opportunities 568 1(O)



380 7(S)

4. honesty 314 5(I)




245 4(S)


9. fairness 233 5(O)

10. peace 229 7(S)

Values Plot Copyright 2010 Barrett Values Centre March 2010

Entropy 34%

83

Canadian National Assessment: Group (1250) 2009

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 10-0CC: 4-6

DC: 10-0

1. honesty 577 5(I)

2. family 481 2(R)

3. caring 436 2(R)


5. respect 371 2(R)




9. trust 322 5(R)

10. patience 313 5(I)









7. law enforcement 284 3(O)



272 1(I)





4. effective healthcare 400 1(O)


377 4(S)


356 7(S)


8. employment opportunities 337 1(O)


10. governmental effectiveness

317 3(O)

Values Plot Copyright 2009 Barrett Values Centre May 2009

Entropy 32%

84

Bhutan: Group (403) 2007

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 9-1CC: 11-0DC: 10-0


2. continuous learning 160 4(I)


4. caution (L) 122 1(I)

5. sincerity 121 5(I)

6. social justice 118 7(S)

7. self-discipline 102 1(I)

8. optimism 95 5(I)

9. helpfulness 94 2(R)

10. caring 92 2(R)



1. continuous improvement 195 4(O)

2. environmental protection

104 1(O)

3. strict moral/religious codes

104 3(O)

4. political rights 102 3(O)

5. education 100 4(O)


7. shared vision 90 5(O)

8. information availability 88 3(O)

9. shared values 88 5(O)

10. contentment 87 5(I)


1. education 115 4(O)

2. continuous improvement 113 4(O)


4. economic growth 107 1(O)


6. contentment 93 5(I)

7. environmental protection 89 1(O)


9. full employment 82 3(O)

10. strict moral/religious codes

82 3(O)


Entropy 4%

85

Bhutan

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

86

Finland National Assessment (1008) 2010

Level 7

Level 6

Level 5

Level 4

Level 3

Level 2

Level 1



Matches


Health Index (PL)

PV: 11-0CC: 4-6

DC: 10-0

1. honesty 431 5(I)

2. caring 418 2(R)

3. family 387 2(R)




7. openness 266 5(R)

8. practicality 261 3(I)


10. authenticity 239 5(I)







416 1(I)


405 3(O)


6. short-term focus (L) 353 1(O)


8. peace 324 7(S)

9. envy (L) 298 2(I)






5. authenticity 293 5(I)



8. dependable public services

282 3(O)


262 3(O)


Values Plot Copyright 2010 Barrett Values Centre November 2010

Entropy 48%

87

Entropy Percentages by Nation

7263 60 58 54 53 51 48

43 42 3934 32

21

40

1020304050607080

Vene

zuel

a

Icel

and

Arge

ntina

USA

Latv

ia

Belg

ium

Braz

il

Finl

and

UK

(NW

)

Aust

ralia

Spai

n …

Swed

en

Cana

da

Den

mar

k

Bhut

an

Cultural entropy is a measure of dysfunction or toxic energy in a system

88

The Economic Meltdown

What we are currently experiencing is not a market shakeout or a technology shift.

It is the breakdown of an unsustainable economic paradigm that threatens the global

sustainability of human society.

The problems of existence have become global while the systems and processes we have for

dealing with them are national.

Richard Barrett

89

Estimated Cost of Entropy – National GDP

GDP$US,000

Cultural Entropy

Estimated cost to the national

economy $US,000

USA 14,200,000,000 58% 19,609,000,000

UK 2,650,000,000 43% 1,999,000,000

Canada 1,400,000,000 32% 658,000,000

Belgium 498,000,000 53% 561,000,000

Sweden 454,000,000 31% 216,000,000

Venezuela 314,000,000 72% 807,000,000

Denmark 312,000,000 21% 83,000,000

Finland 238,000,000 48% 219,000,000

Latvia 27,000,000 54% 32,000,000

Iceland 20,000,000 54% 24,000,000

Bhutan 1,197,000 4% 50,000

NB. Initial estimates based on calculation methods used for organisations. More research being done in this area.

90

Values Based Education – Prof Terry Lovat

• Improved student-teacher relationships

• Improved student & teacher wellbeing

• Calmer environment with less conflict

• Higher student self-belief and self-esteem

• Rise in levels of politeness and courtesy,

open friendliness, better manners, offers of

help, and students being more kind and

considerate

• Oh and by the way - Greater student

academic diligence

The purpose of our lives is to be happy Dalai

Lama

Happiness is the extent to which you live in love, as opposed to living in fear. Phil

Clothier

92

To Get More Information – Phil Clothier

For this presentation:

o http://www.slideshare.net/BarrettValues

For Stories of Social Measurement and Change:

o http://www.bit.ly/eL9zQF

For information on Barrett Values Centre:

o http://www.valuescentre.com

For the New Leadership Paradigm Learning System:

o http://www.newleadershipparadigm.com

For the On-line Values Journal:

o http://www.valuesjournal.com

For my Blog:

o http://philclothier.posterous.com/

For Twitter:

o http://www.twitter.com/philclothier

http://www.slideshare.net/BarrettValues

http://bit.ly/eL9zQF

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http://www.valuesjournal.com/

http://www.valuesjournal.com/

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http://www.twitter.com/philclothier

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Global Values Development Phil Clothier BVC at SALAR Stockholm Jan 2011