Love Fear and the Destiny of NationsBeliefs Divide, Values Unite through Dialogue

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Nothing changes without dialogue. It isn’t always easy and it takes time and commitment. (Tools and a little knowledge really help!)

Beliefs divide & values unite.

Leaders want to lead better, citizens want to be involved. Most people are not sure how.

Supporting Leaders in Building Values-Driven Organisations

This is Preera

Preera was founded in 1997, and today consists of 45 management consultants in Stockholm and Gothenburg. We are one of the initiators of The Transformation Alliance, a group of independent management consultancy firms in six European countries. Together we help organisations and businesses create sustainable and powerful results.

Introduction to the work

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materialisticshort-term focuseducational opportunitiesuncertainty about the futurecorruptionelitismmaterial needswasted resourcesgender discriminationblame

accountabilityfamilyemployment opportunitiesfinancial stabilityoptimismdependable public serviceshonestysocial responsibilityhuman rightspoverty reduction

Iceland National Assessment 2008

familyhonestyresponsibilityaccountabilityfinancial stabilitytrustfriendshippositive attitudehumour/funadaptabilityrespect

Personal Values Desired CultureCurrent Culture

Cultural Entropy 53%

www.valuescentre.com 7

Iceland

Iceland Economic Collapse 2008

www.valuescentre.com 8

Iceland

Iceland National Assembly 2009/2010

1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers

Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability

economic growthcaring for elderlyaffordable housingconcern for future generationsjob securitysocial justicecaring for the disadvantagedenvironmental awarenesshuman rightsmaterial wealth

caring for elderlyeconomic growthconcern for future generationsjob securityenvironmental awarenesscaring for the disadvantagedaffordable housingeducationhonestyprosperity

Latvian Desired Culture

Russian Desired Culture

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familycaringhonestyresponsibilityhumor/ funaccountabilityrespectpositive attitudeintegrityfriendship

caringfamilyhumor/ funhonestyfriendshipresponsibilitycompassionrespectaccountabilitypositive attitude

Democrat Personal Values Republican Personal Values

Beliefs Divide, Values Unite

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Values – The building blocks of culture

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Mass Individuation

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Personal dialogue

Workplace dialogue

Societal dialogue

National dialogue

Global dialogue

Conscious Dialogue

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Who is here and what is most important to you?

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Which values are most important to you?

AccountabilityAchievementBalance (home/work)CommitmentCompassionCompetenceContinuous learningCooperationCourageCreativityEnthusiasmEfficiencyEthics

ExcellenceFairnessFamilyFinancial gainFriendshipsFuture generationsHealthHonestyHumor/funIndependenceIntegrityInitiativeIntuition

Making a differenceOpen communicationOpennessPersonal fulfillmentPersonal growthPowerRespectResponsibilityRisk-takingSelf-disciplineSuccessTrustWisdom

1) Choose three values that are important to you in your life2) What are your beliefs that support these values3) What behaviours do you exhibit that support these values

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Moving deeper – 7 levels story

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Organisation A Organisation B

Valueclient satisfaction making a differenceintegrity teamwork humor/fun quality ethicsfinancial stability

Level26545371

Valueblameshort term focusinternal competitionbuck passingrisk aversecustomer satisfaction information hoardingprofit

Level21231221

A Tale of Two Companies

Service

Making a Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

Cultural Entropy8%

Cultural Entropy57%

This is where LOVE & FEAR comes into the story

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Cultural Entropy

Cultural Entropy measures that percentage of fear, dysfunction, negative and destructive energy in the organisation

40% = Crisis

10% = Healthy

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Are your company core values lived?

long hours (L)being the bestcost reduction (L)poor communication (L)client collaborationbureaucracy (L)confusion (L)arrogance (L)hierarchy (L)silo mentality (L)

Cultural Entropy 37%

accountabilitycustomer satisfaction being the best commitment compassion continuous improvement integrityteamwork cost effectivenessrespect

Cultural Entropy 9%

Core Valuesclient collaborationteamworkdeliverymeritocracyintegrity

Core Values (I-Care)integritycompassionaccountabilityrespectexcellence

being the bestaccountabilityclient satisfactionhonestyteamworkachievementbrand imageexcellencestaff engagementtrust

long hours (L)being the bestcost reductionpoor communication (L)client collaborationbureaucracy (L)confusion (L)arrogance (L)hierarchy (L)results orientationsilo mentality (L)

Cultural Entropy 12% Cultural Entropy 37%

Executive TeamCurrent Culture

EmployeesCurrent Culture

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Maslow’s Needs to Barrett’s Consciousness

Know and Understand

Physiological

Safety

Love & Belonging

Self-esteemAbraham Maslow

Know and Understand

N e e d s C o n s c i o u s n e s s

Self-Actualization

Richard Barrett

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Story of a full spectrum organisation

Service to humanity and societal contribution

External collaboration, community involvement

Sense of purpose & strong internal community

Ongoing improvement and employee participation

High performance systems, high quality output

Positive relationships that support organisation needs

Financial viability and employee safety

4 Transformation

1. Survival

7. Service

6. Making a Difference

5. Internal Cohesion

3. Self esteem

2. Relationship

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7 Levels of Organisational Consciousness

Positive Focus / (Excessive Focus)

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

SurvivalFinancial StabilityShareholder value, organisational growth, employee health, safety. (control, corruption, greed)

Employee RecognitionLoyalty, open communication, customer satisfaction, friendship. (manipulation, blame)

High PerformanceSystems, processes, quality, best practices, pride in performance. (bureaucracy, complacency)

Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring

Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

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“I do not have enough. I am not loved enough. I am not enough.”

The sum of all human fears in one single tweet

63 Characters

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Underlying Fears that Drive Deficiency Needs

Level 3 – I am not enoughI do not have enough power, authority or respect to satisfy my need for self-esteem

Level 1 – I don’t have enoughI do not have enough money, safety, protection, health, food, etc, to satisfy my need for survival

Level 2 – I am not loved enoughI do not have enough love, caring, attention, etc, to satisfy my need for belonging

www.valuescentre.com

Break

Sweden; case study in progress

National Values Assessment

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25 national assessements

Cooperation partners - Swedish National Values Assessment

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Purpose

>>To create an increased understanding for the challenges in our society and in our organisations through adding knowledge about our values<<

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Which nationalities does these individuals have?

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Which nationalities does these individuals have?

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• Caring• Family• Honesty• Humour/fun• Friendship• Fairness• Compassion• Independence• Respect• Patience

• Humour/fun• Family • Responsibility• Honesty• Accountability• Compassion• Positive attitude• Fairness• Adaptability• Independence

• Honesty• Family• Friendship• Independence• Respect • Accountability• Humor/fun• Listening• Generosity• Politeness

cost cutting (L) 304 1(O)

teamwork 280 4(R)

accountability 269 4(I)

result oriented 254 3(O)

confusion (L) 238 3(O)

hierarchy (L) 231 3(O)

humour/ fun 221 5(O)

commitment 219 5(I)

bureaucracy (L) 203 3(O)

short term focus (L) 199 1(O)

employee health 530 1(O)

humour/ fun 349 5(O)

teamwork 342 4(R)

employee recognition 323 2(R)

accountability 312 4(I)

financial stability 296 1(O)

adaptability 287 4(I)

quality 285 3(O)

commitment 281 5(I)

employee commitment 263 5(O)

Values Plot March 12, 2013Copyright 2013 Barrett Values Centre

I = IndividuellR = Relationsvärdering

Understruket med svart = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlå = PV & DC

P = PositivL = Möjligtvis begränsande (vit cirkel)

O = OrganisationsvärderingS = Samhällsvärdering

Värderingar som matchar

PV - CC 2CC - DC 4PV - DC 3

Hälsoindex(PL)

PV-10-0CC - 5-5 DC-10-0

humour/ fun 470 5(I)

family 422 2(R)

responsibility 383 4(I)

honesty 357 5(I)

accountability 315 4(R)

compassion 290 7(R)

positive attitude 284 5(I)

fairness 279 5(R)

adaptability 257 4(I)

independence 228 4(I)

Nivå Personliga värderingar (PV) Nuvarande kulturella värderingar (CC) Önskade kulturella värderingar (DC)

7

6

5

4

3

2

1

IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=2-1-2-0 IROS (L)=0-0-5-0 IROS (P)=3-2-5-0 IROS (L)=0-0-0-0

Swedish values, organizational perspective

Sweden has a different view on clients, development and accountabilityWords lacking on Sweden’s top 10:

• Customer satisfaction

• Accountability

• Continuous improvements

Unique words on Sweden’s top 10:

• Confusion

• Quality

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unemployment (L) 599 1(O)

bureaucracy (L) 457 3(O)

uncertainty about the future (L)

438 1(I)

freedom of speech 395 4(O)

wasted resources (L) 354 3(O)

materialistic (L) 338 1(I)

blame (L) 334 2(R)

peace 332 7(S)

short-term focus (L) 319 1(O)

educational opportunities 279 3(O)

employment opportunities 612 1(O)

financial stability 490 1(I)

concern for future generations

405 7(S)

effective healthcare 335 1(O)

nature conservancy 330 6(S)

democratic processes 277 4(R)

environmental awareness 262 6(S)

long-term perspective 256 7(S)

caring for the elderly 253 4(S)

equality 239 4(R)

Values Plot March 12, 2013Copyright 2013 Barrett Values Centre

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Matches

PV - CC 0CC - DC 0PV - DC 0

Health Index(PL)

PV-10-0CC - 3-7 DC-10-0

humour/ fun 470 5(I)

family 422 2(R)

responsibility 383 4(I)

honesty 357 5(I)

accountability 315 4(R)

compassion 290 7(R)

positive attitude 284 5(I)

fairness 279 5(R)

adaptability 257 4(I)

independence 228 4(I)

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

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6

5

4

3

2

1

IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-0-2-1 IROS (L)=2-1-4-0 IROS (P)=1-2-2-5 IROS (L)=0-0-0-0

Swedish values, national perspective

cost cutting (L) 348 1(O)

environmental awareness 326 6(S)

unemployment (L) 325 1(O)

bureaucracy (L) 310 3(O)

uncertainty about the future (L)

271 1(I)

wasted resources (L) 266 3(O)

short-term focus(L) 260 1(O)

diversity 257 4(R)

educational opportunities 256 3(O)

financial stability 254 1(I)

employment opportunities 627 1(O)

financial stability 499 1(I)

concern for future generations

439 7(S)

democratic processes 313 4(R)

environmental awareness

326 6(S)

nature conservancy 295 6(S)

long-term perspective 289 7(S)

reliable utilities 273 3(O)

citizen participation 260 4(O)

educational opportunities

229 3(O)

Values Plot March 25, 2013Copyright 2013 Barrett Values Centre

I = IndividuellR = Relationsvärdering

Understruket med svart = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlå = PV & DC

P = PositivL = Möjligtvis begränsande (vit cirkel)

O = OrganisationsvärderingS = Samhällsvärdering

Värderingar som matchar

PV - CC 0CC - DC 3PV - DC 0

Hälsoindex(PL)

PV-10-0CC - 4-6 DC-10-0

family 450 2(R)

humour/fun 442 5(I)

responsibility 360 4(I)

honesty 331 5(I)

accountability 327 4(R)

compassion 275 7(R)

positive attitude 267 5(I)

adaptability 239 4(I)

fairness 233 5(R)

friendship 227 2(R)

Nivå Personliga värderingar (PV) Nuvarande kulturella värderingar (CC) Önskade kulturella värderingar (DC)

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6

5

4

3

2

1

IRS (P)=5-5-0 IRS (L)=0-0-0 IROS (P)=1-1-1-1 IROS (L)=1-0-5-0 IROS (P)=1-1-4-4 IROS (L)=0-0-0-0

Swedish values, municipality perspective

UK Community & National Assessment

Current UK Community View

• quality of life• family• buy local• helpfulness• friendship• community services• safety• drugs/ alcohol (L)• uncertainty about the

future (L)• sense of community

Current UK Nation View

• bureaucracy (L)• crime/ violence (L)• uncertainty about the

future (L)• corruption (L)• blame (L)• wasted resources (L)• media influence (L)• conflict/ aggression (L)• drugs/ alcohol (L)• apathy (L)

Dialogue tools for Transformation

Quality in results

Quality in relations

Quality in thinking

Quality in actions

Why spend time on dialogue?The circle of quality – quality in all areas creates an amplifying system

Visible

Invisible

The four ground rules of dialogue

• Listen – with the intention of understanding, not answering

• Respect

• Await

• Speak undisguised

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Citizen dialogue:

A generic term for models aiming at increasing the collaboration and co-creation between the citizens of a society and their elected decisiontakers

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The Preera journey together with SALAR

Business network

Funding

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Transformation toolbox

Facilitation experience

The 8 Success factors

Control questions as pre-requisites

1) Is the issue possible to influence?

2) Are we as decision makers willing to be influenced?

One out of two is not enough…

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1. Only invite if real influence can be obtained

Development scenarios for influence

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Distance Intimacy

Co-creation(empowerment)

Control(power)

”I am listening, asking questions, share, plant seeds and act!”

”I am managing and listening, but related to things on my agenda and on my terms!”

”I am open and listen but in reality not willing to change ”

”I am elected by the citizens! I know what the people want and need!”

Basic ideas

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Information Collaboration

Service consumer Co-creator

Citizen participation – can be much more than just dialogue

Com

pete

nce

Degree of influenceLow High

Low

High

INFORMATION

CONSULTATION

DIALOGUE

IMPACT

CO-DECISION

Staircase of participation

The 8 Success factors

Wider range of options – more views on the topic

Greater chance to influence final decision

Higher ”Return on involvement”

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2. Involve early in the process

Municipalities/ County Councils

Citizens

Proposal

Investigations, analysis, etc.

Protests

This is how it seems to be in Sweden todayEnergy

Time

Municipalities/ County Councils

Citizens

Proposal

Investigations, analysis, etc.

Dialogue

Panels, consultations, etc.

Implementation

Need for an alternative approachEnergy

Time

The 8 Success factors

Ensure a systematic approach that holds:

• Process

• Methods

• Execution

• Feedback

• Decision points that fits the needs in the specific case.

Then stick to the approach

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3. Work systematically

Action listsStakeholder analysis

Communi-cation plan

Traditional project management toolkit

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Understand Create Realize Learn/ReflectNeed Value

Project plan

The 8 Success factors

Prior to, and during a citizen dialogue process, identify and try to involve all groups and individuals affected by the issue.

Try to make them participate or forward their view.

Increase your efforts on groups who’s voices aren’t normally so

loudly heard.

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4. Identify all the stakeholders

Target group analysisWhat are the characteristics of the target group of this initiative?

Act

ive

Affected

Little

Very

Less Much

A

B

The 8 Success factors

• Run the process on the terms of the citizens.

• If possible, try to incorporate with already existing arenas. Use information channels that are recognized by, and relevant for, the citizens.

• Also, try to make the participation attractive for different categories of citizens

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5. Citizen focus

You might need different methods for different target groups

Act

ive

Affected

Little

Very

Less Much

A

BFocus groups

Citizen panels

SMS-surveys

Facebook groups Café

dialogues

The 8 Success factors

• When participating in citizen dialogue the politicians are not party politicians.

• The role is to be a representative from the political system aiming at establish a better platform for coming (party)political prioritizations and decisions.

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6. Separate the roles

Separate learning from decisionmakingDefine the time in a meeting as part of the working process. Both are required!

LEARNING

DECISION

DialogueParticipation to gain influenceRespect for the differencesSystemical approach to be predictableQuestions drive power and energyFind alternatives in views and solutionsSeek for expertise in various places

AccountabilityMake decisionsChoose among the alternativesPrioritizeClear rolesAccept and loyalty

Green zone and Red zone issues

• I put my energy in areas where I have a possibility to actually have influence.

• I accept what I cannot influence.

• I understand the difference.

A way to define and manage the dialogue area

Areas that are NOT open to work with and alternatives aren’t being considered.

Issues that are outside the mandate and influence of the group.

Areas that are open to work with and to create alternative solutions.

Topics where the thinking and actions of the group might have real impact on the outcome of the issue.

GREEN ZONE RED ZONE

The 8 Success factors

Give feedback to those who are concerned and involved

• Progress

• Non-progress

• Appreciate the efforts

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7. Continuous feedback

The 8 Success factors

• When implemented, align the way of working in the democratic process to include citizen dialogue.

• Politicians, officials, and citizens need to see and understand the process and the roles.

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8. Align the way of working

Whole Systems Change

Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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Whole System Change

Individual

Collective

Interior Exterior

Character Personality

Culture Society

Leaders’ Values Change

Society Changes

Culture Changes

VISION

It's all about doing many things, simultaneouslyComplexity requires individual and organizational transformation, on many levels

STUKTUR

STRATEGY

STRUCTURE

CULTURE

LEADERSHIP

Change is difficult, and very personal!

Creating change is like passing through the eye of a needle, here symbolized by a door.

Any organizational change starts with personal change in the individual!

Are you ready?

Which "door" you need to pass? What motivates you to take that step?

Now!

Targeted future!

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Values & Culture – Dialogue Tools and Materials(Nothing changes without dialogue!!)

Get ConnectedA practical guide to grow a desired culturewww.valuescentre.com/getconnected

Personal Values AssessmentDiscover and explore the values that influence your words and actions every daywww.valuescentre.com/pva

Why?

The Answer is Unity.What is the question?

Thank you for your time!

We would love to continue the dialogue with you:

Phil Clothier, Barrett Values Centre

phil.clothier@valuescentre.com

+44 1706 82 4692

Emilie Widarsson, Preera

emilie.widarsson@preera.se

+46 708 43 90 66