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, offers his new thinking
Based on his event operating with over 1,000 firms in 32 international locations on cultural transformation for the values-driven association. He provides an entire process method of cultural transformation, displaying agencies how they could swap their tradition to turn into values-driven businesses that help their staff, their shoppers, their companions, their leaders, and eventually force effectiveness and revenue.

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It is only when we release the fears of the ego that keep us in a dependency-based existence that we become free. Individuals that focus exclusively on the satisfaction of the higher needs tend to lack the skills necessary to operate effectively in the physical world. They can be ineffectual and impractical when it comes to taking care of their basic needs. ” 14 Building a Values-Driven Organization To be successful in the world we need to learn how to master the satisfaction of all our needs so we can operate from full-spectrum consciousness.

Typical demographic categories include position (leaders, managers, staff), grade, business units, locations, gender, age, ethnicity, length of service, and so forth. The results allow us to measure the alignment of employees’ personal values with the values in the current culture of the organization and the alignment of the values in the current culture with the desired culture values. We can also measure the cultural entropy within any specific demographic grouping. Cultural entropy is defined as the proportion of energy in a human system (organization) that is consumed by nonproductive activities.

We usually recommend that organizations begin by mapping the values of the most senior group of managers before they map the values of employees. This is important for two reasons. The senior leadership group must be aware of the scope and depth of the cultural issues, and be willing to do something about them, including committing to their own personal change, before the rest of the employees are involved in a values assessment. If the senior group is not willing to commit to a change in their behaviors, then the culture will not change.

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