Building a Values-Driven Organization: A Whole System by Richard Barrett

By Richard Barrett

Richard Barrett, writer of the best-selling e-book freeing the company Soul, provides his new thinking
Based on his adventure operating with over 1,000 companies in 32 international locations on cultural transformation for the values-driven association. He provides an entire method method of cultural transformation, exhibiting enterprises how they could swap their tradition to turn into values-driven agencies that help their staff, their consumers, their companions, their leaders, and finally force effectiveness and revenue.

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Extra resources for Building a Values-Driven Organization: A Whole System Approach to Cultural Transformation

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2 The Seven Levels of Consciousness Model There are three models at the heart of the whole-system approach to cultural transformation: the seven levels of consciousness model, the spiral dynamics model, and a modified version of Ken Wilber’s Integral (fourquadrant matrix) model. 3 My modified version of the integral model is described in Chapter 8 and an overview of the spiral dynamics model is included in Chapter 9. What follows in this chapter, and the next, is a detailed description of the seven levels of consciousness model as it applies to individuals, groups, and organizations.

Once the personal and organizational templates have been created, and the list of demographic categories has been chosen, we set up a website where employees can log on and take the cultural values assess- Mapping the Values of Organizations 37 ment. The time it takes to complete a cultural values assessment varies between 15 and 20 minutes. Employees are first asked to check the demographic categories that apply to them, and then they are asked to answer three questions. The questions usually take the form of the following: Which of the following values/behaviors most represent who you are, not what you desire to become?

You have to meet people where they are before you can take them where they want to go. We have found that the approach to cultural transformation in the private sector needs to be different from the approach used in the public sector, and the approach used in banking needs to be different from the approach used in manufacturing. Similarly, what works in the United States may not work in Europe, and what works in Europe may not work in Asia or South America. Different cultures emphasize different levels of consciousness and operate with different worldviews.

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