ARTICLES
Unethical or illegal behavior doesn’t exist in a vacuum. There are multi-layered cultural influences at play, whether conscious or not, that encourage such behavior. The job of promoting ethics cannot be left to the compliance or legal function alone. Instead, leadership across the organization must cooperate in order to address the systemic factors in the culture that influence employees.
Unethical or illegal behavior doesn’t exist in a vacuum. There are multi-layered cultural influences at play, whether conscious or not, that encourage such behavior. The job of promoting ethics cannot be left to the compliance or legal function alone. Instead, leadership across the organization must cooperate in order to address the systemic factors in the culture that influence employees.
This article focuses how to define organisational culture, and what you can do to improve it.To build a high-performing, values-driven organisation, you will need to develop a cultural transformation process that targets both the personal alignment of the leaders and the structural alignment of the organisation.
Richard Barrett discussed the six modes of decision-making in the framework of the Barrett ModelTM . These six modes of human decision-making are all evolutionary support systems that have evolved to protect the integrity of the body, the ego, and the soul. Each mode of decision-making is naturally tailored to enable us to handle increasing levels of complexity in the world around us and enhance our ability to respond.
Using data from Barrett Values Centre’s® Leadership Development Reports, a 360‐degree leadership development tool, differences among leaders based on their level of personal entropy were analyzed. Personal entropy is the amount of fear-driven energy that a leader expresses in his or her day-to-day interactions. The lower the personal entropy, the fewer fears the leader brings into the workplace. High entropy leaders, on the other hand, let fear drive their decision-making.
This paper explores the concept of whole system change. It identifies the four principles necessary for whole system change and provides a nine-step process for implementing cultural transformation.
This article reports on perceived differences among leaders personal entropy (degree of dysfunction) by gender. Data was gathered using Barrett Values Centre Leadership Values Assessments, a 360-degree leadership development tool, examining the top values, strengths, and areas for improvement. Significant differences among male and female leaders follow gender stereotypes.
This article reports on perceived differences among leaders personal entropy (degree of dysfunction) by gender. Data was gathered using Barrett Values Centre Leadership Values Assessments, a 360-degree leadership development tool, examining the top values, strengths, and areas for improvement. Significant differences among male and female leaders follow gender stereotypes.
The purpose of this paper is to deepen the discussion about what motivates employees. This paper briefly describes the seven stages of psychological development and the corresponding levels of motivation. These are linked to Harvard Professor Robert Kegan’s work on the three types of mind (socialized mind, self-authoring mind, and self-transforming mind). Each of the three types of mind has different drives and motivations and is linked to different levels of job complexity. Understanding the motivations of the different types of mind is essential to creating a high-performance organisation with high levels of employee engagement.
Richard Barrett discussed the coaching process through the lens of the universal principles of evolution.
This acticle examines the differences among leaders based on their personal entropy. Personal entropy is the amount of fear-driven energy that a leader expresses in their day to-day interactions. We found significant differences among the leaders, with one exception. All personal entropy bands shared the value of commitment. We also found that the values displayed by leaders in the lowest personal entropy band are more relationship oriented and similar to the characteristics commonly attributed to successful leaders.
The culture of an organization is a reflection of the values and beliefs of the leaders. As the leader’s values change, the culture changes. If you want to change your culture, you must begin by measuring the employee’s perception of the current culture and their desired culture. This allows the leadership group to find out what is working and what is not working and take action to introduce changes that align with employees’ desired cultural values. As you do this, year by year you will find the level of values alignment increasing, the level of the Cultural Entropy score decreasing, and the level of employee engagement increasing.
Originally developed in 1997 by Richard Barrett, the model was formed by leveraging ancient eastern philosophy to extend Maslow’s concept of self-actualization in his hierarchy of needs. The result was a depiction of the full spectrum of needs underlying human motivation and behavior.
How do you make your culture real and have an impact on your long-term success? By taking advantage of one of your most important, yet often underutilized, organizational assets: your core values. Most organizations have them, but many do not take the necessary steps to accurately define and fully live their core values day in and day out.
Seemingly overnight, the COVID-19 pandemic ushered in a formidable global disruption both in its magnitude and in its intimacy. Referred to as “The Great Pause,” it forced individuals, organizations, and even humanity at large to stop, look inward, and then shift how they operate in the world. What did that shift entail? And how great was it?
eBOOKS
THE VALUES DRIVEN ORGANIZATION
Values-driven organizations are the most successful organizations on the planet. Richard Barrett’s book explains that understanding employees’ needs—what people value—is the key to creating a high performing organization. When you support employees in satisfying their needs, they respond with high levels of engagement and willingly commit their energies to the organization, bringing passion and creativity to their work.
By Richard Barrett
EVERYTHING I HAVE LEARNED ABOUT VALUES
“This slender book is a rare gift: a distilled compilation of the most profound insights that the ever-brilliant Richard Barrett has accumulated over decades of path-breaking work. If every individual and organization used Richard’s frameworks to guide their actions, our world would be a blessed place.”
Raj Sisodia, FW Olin Distinguished Professor of Global Business, Babson College, Co-founder & Chairman Emeritus, Conscious Capitalism Inc., USA.
By Richard Barrett
Offered in English, Portuguese, Dutch & Spanish
GET CONNECTED
Get Connected is a collaborative effort among a group of highly experienced transformation facilitators, aiming to empower team leaders with a practical toolkit to help them build teams and grow team cultures.
By Tor Eneroth, Pleuntje van Meer, Niran Jiang, Phil Clothier and Hector Infer
EVOLUTIONARY COACHING
This book is about the practice of evolutionary coaching—what coaches and other caring professionals need to know in order to support the healthy psychological growth and development of the adults they are working with, particularly how their clients relate to their “work.” This book is also about human emergence, sometimes referred to as self-realization.
By Richard Barrett
Offered in English, Portuguese & Dutch
Offered in English and Portuguese
THE NEW LEADERSHIP PARADIGM
This book is a leadership development textbook for the twenty-first-century leader, change agent, coach and organizational development professional. It pulls together the latest and best thinking in leadership and puts it in an evolutionary context that has been tried and tested over many years.
By Richard Barrett
THE METRICS OF HUMAN CONSCIOUSNESS
“Richard Barrett offers us an exciting new direction for measuring consciousness. He has proven that the insights these measures bring can significantly improve our individual, organizational and societal performance. The work of the Barrett Values Centre stands as a testament to what can be achieved by seriously applying ourselves to the measurement of conscious.”
-Dr. Marc Gafni, Co-Founder and Director, Center for Integral Wisdom and Dr. Zachary Stein, Academic Director, Center for Integral Wisdom
By Richard Barrett
Offered in English, Spanish and Swedish
Offered in English, Portuguese, French, German,Spanish and Turkish
THE VALUES DRIVEN ORGANIZATION
Based on significant new research from multiple sources, Richard Barrett creates a compelling narrative about why values-driven organizations are the most successful organizations on the planet. According to Barrett, understanding employee’s needs—what people value—is the key to creating a high performing organization.
By Richard Barrett