Barrett Values Centre: Relationship to Barrett Values

Centre Other

Prepared by:

Barrett Values Centre

July 16, 2015

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Personal & Current Culture Alignment Cultural Entropy: 1%

Values Matches: 2
 0-10%. Healthy functioning.
 3 or more. People are able to bring themselves to work.

 11%-20%. Some problems requiring careful monitoring.

 1-2. People are somewhat able to bring themselves to
work.
 21%-30%. Significant problems requiring immediate attention.
 0. People are not able to bring themselves to work. Look to
blue values in Desired Culture for guidance, if any.
 31%-40%. Serious situation requiring immediate leadership
intervention and changes.
Current & Desired Culture Alignment
 41%+. Critical situation requiring leadership changes to avoid
Values Matches: 7 organisational failure.
 6 or more. Excellent, strong, healthy culture.

NEW VALUES TO FOCUS ON

 4-5, good. Group is on the right track.
 2-3, fair. Group is somewhat on the right track. More work
needs to be done.
 0-1, poor. Group is unhappy or frustrated, wants to see
changes or take a new direction.
Limiting Values: 0
 0. This group does not operate from the basis of fear.
 1-2. May be some element of fear behind how decisions are
made or how people are managed.
Any values shown in blue are values that are important to the
individuals who work for the group and are requested in the Desired
Culture but are not showing in the top values of the Current Culture.
How can you support your staff to bring these values and strengths to
work so that they and the group would derive further benefit from
them?
Any Desired Culture values shown in black are entirely new requests.
They do not show in the Personal or Current Culture. To what extent
are these values positive new requests, or maybe a reaction to
something that is not happening or is unhealthy in the Current Culture?
What themes do you notice with these new values? Open a dialogue
with these people to gain a deeper understanding.

 3+. Fear is a factor in how this group operates or is

managed.

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Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

1
IRS (P)=7-4-2 IRS (L)=0-0-0 IROS (P)=2-1-7-1 IROS (L)=0-0-0-0 IROS (P)=1-2-8-2 IROS (L)=0-0-0-0

continuous learning 8 4(I) making a difference 8 6(S) continuous improvement 9 4(O)

making a difference 8 6(S) leadership development 7 6(O) excellence 9 3(I)

Matches
creativity 7 5(I) shared values 7 5(O) brand image 7 3(O)
PV - CC 2
CC - DC 7 6 3(I) 6 3(O) 7 6(O)
PV - DC 3 excellence brand image customer collaboration
family 6 2(R) coaching/ mentoring 6 6(R) information sharing 7 4(O)

global awareness 6 7(S) information sharing 6 4(O) leadership development 7 6(O)

Cultural Entropy:
Current Culture
integrity 6 5(I) commitment 5 5(I) shared values 7 5(O)
1%
personal growth 6 4(I) customer satisfaction 5 2(O) cooperation 6 5(R)

trust 6 5(R) ethics 5 7(O) long-term perspective 6 7(O)

cooperation 5 5(R) integrity 5 5(I) coaching/ mentoring 5 6(R)

honesty 5 5(I) shared vision 5 5(O) customer satisfaction 5 2(O)

humour/ fun 5 5(I) future generations 5 7(S)

respect 5 2(R) making a difference 5 6(S)

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

Orange = PV, CC & DC Blue = PV & DC L = Potentially Limiting (white circle) R = Relationship S = Societal

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Personal Values Current Culture Desired Culture

Values Values

11% 10% 14%

7 7 7 7

C
13% 20% 21%
6 6 6 6

28% 22% 21%

5 5 5 5

T
22% 21% 19%
4 4 4 4

13% 16% 16%

3 3 3
3 1% 1% 1%

S
9% 7% 6%
2 2 0%
2 0%
2 0%

3% 3% 2%
1 1 1
1 0% 0% 0%

0% 20% 40% 60% 0% 20% 40% 60% 0% 20% 40% 60%

CTS = 52-22-26 CTS = 52-21-27 CTS = 56-19-25

Cultural Entropy = 1% Cultural Entropy = 1% Cultural Entropy = 1%

C = Common Good Positive Values

T = Transformation
Potentially Limiting Values
S = Self-Interest

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Personal Values Current Culture Desired Culture

Values Values

Common Good 52% 52%

56%

Transformation
22% 21%
19%

Self-Interest
25% 26% 24%

1% 1% 1%

Cultural Entropy

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Cultural Entropy Report

This table depicts the survey participants’ total votes for Current Culture potentially limiting values by level. Potentially limiting values reflect
the degree of disorder within a system and are found only at levels 1, 2 and 3. Please note that among the report diagrams slight variations
in total Cultural Entropy percentages may occur as a result of rounding the level/category percentages to the nearest whole number.

Level Potentially Limiting Values (Votes) Cultural Entropy %

This is a low and healthy level of cultural
entropy.
hierarchy (1)
3 1% of total votes
power (1)

2 consensus (1) 0% of total votes

1 caution (1) 0% of total votes

Total 4 out of 200 1% of total votes

Copyright 2015 Barrett Values Centre Cultural Entropy Table July 16, 2015
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Values Jumps

A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values
with the largest increase in votes. The values in bold are represented in the Desired Culture.

Current Culture Votes Desired Culture Votes Jump

continuous improvement 4 9 5

excellence 4 9 5

cooperation 1 6 5

long-term perspective 2 6 4

customer collaboration 4 7 3

social responsibility 1 4 3

wisdom 1 4 3

creativity 0 3 3

entrepreneurial 2 4 2

financial stability 2 4 2

innovation 1 3 2

transparency 1 3 2

environmental awareness 0 2 2

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Positive Values Distribution

This diagram shows the percentage of positive values by level. The table indicates the top Desired Culture values and Values Jumps, at the
levels where more focus is requested.

28%

22% 21% 22% 21% 21%

19% 20%
16% 16%
13% 13% 14%
11% 10%
9%
7% 6%
3% 3% 2%

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

customer
collaboration
leadership long-term perspective
Desired Culture Values development future generations
coaching/ mentoring
making a difference

environmental social responsibility

Values Jumps
awareness wisdom

Personal Values Current Culture Values Desired Culture Values

Copyright 2015 Barrett Values Centre Positive Values Distribution July 16, 2015
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Current Culture Desired Culture

Current Culture Values

Finance

Finance

Fitness excellence
Fitness External Stakeholder Relations

brand image
External Stakeholder brand image
customer collaboration
Relations customer satisfaction
Culture customer satisfaction

Trust/ Engagement continuous improvement

Evolution
leadership development leadership development
Direction/ Communication
Evolution
coaching/ mentoring long-term perspective
Supportive Environment coaching/ mentoring
Societal
shared values shared values
Contribution Trust/
Engagement commitment cooperation

information sharing
Desired Culture Values

Culture
Direction/ ethics
information sharing
Communication integrity
Finance shared vision

Supportive
Environment
Fitness External Stakeholder Relations

future generations
Societal Contribution making a difference
making a difference

Culture

Trust/ Engagement

Evolution Direction/ Communication

Supportive Environment

Societal
Contribution
July 16, 2015
Copyright 2015 Barrett Values Centre Business Needs Scorecard
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BNS- Values Distribution
This diagram shows the percentage of all values across the BNS areas. The table indicates the top Desired Culture values and Values Jumps
in the areas where more focus is requested, and all the potentially limiting values.

4% 2% 13% 12% 10% 13% 17% 22% 16% 14% 19% 19% 12% 6% 9% 11%

External Trust/ Engagement Direction/ Supportive

Communication Environment Societal
Finance Fitness Stakeholder Evolution
Contribution
Relations Culture
continuous
brand image improvement
customer leadership
Desired Culture future generations
collaboration development
Values making a difference
customer long-term
satisfaction perspective
coaching/ mentoring
creativity social responsibility
Values Jumps entrepreneurial environmental
innovation awareness

Potentially
caution power hierarchy
Limiting Values

Positive Values - Current Culture Cultural Entropy: Current Culture Positive Values - Desired Culture

Copyright 2015 Barrett Values Centre Business Needs Scorecard- Values Distribution July 16, 2015