By Richard Barrett
Richard Barrett, writer of the best-selling e-book releasing the company Soul, offers his new thinking
Based on his event operating with over 1,000 agencies in 32 international locations on cultural transformation for the values-driven association. He offers an entire procedure method of cultural transformation, exhibiting organisations how they could swap their tradition to develop into values-driven corporations that help their staff, their buyers, their companions, their leaders, and finally force effectiveness and revenue.
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Additional resources for Building a Values-Driven Organization: A Whole System Approach to Cultural Transformation
The values and behaviors must be reflected in all the processes and systems of the organization with appropriate consequences for those who are not willing to walk-the-talk. A precondition for success at this level is to build a climate of trust. The prerequisites for trust are fairness, openness and competence. Aligning employees’ personal sense of mission with the organization’s vision will create a climate of commitment and enthusiasm at all levels of the organization. Personal productivity and creativity increase as individuals align with their passion.
In such situations, members of the group are able to operate with responsible freedom and decision making can be pushed to the periphery. When values are not shared and leaders operate from selfinterest, internal factions develop. This creates internal competition and leads to empire building, information hoarding and blame. In such situations, the self-interest of the leaders can threaten the survival of the group. With this understanding of the seven levels of personal consciousness and the seven levels of group consciousness, let us now examine how we use the seven levels of consciousness model to develop a cultural diagnostic of an organization using the cultural transformation tools.
Generally speaking, proprietary approaches to cultural transformation are not sufficiently flexible to accommodate all situations. They are hit and miss. (2) Cultural transformation will only work if it is part of a wholesystem change process. People will not change how they operate if the underlying structures, processes, and reward systems do not change also. (3) Cultural transformation will only succeed if the leadership team is committed to this work. As a consultant or change agent, it is vital that you understand what levels of consciousness and what worldviews different segments of the executive and employee population are operating from if you are going to successfully design and support the leaders of an organization in managing a whole-system transformation process.