The ego soul dynamics of depression at work

The Ego-Soul Dynamics of
Depression at Work
Richard Barrett

Powerful metrics that enable leaders to measure and manage cultures.
www.valuescentre.com
2
MY SPEECH TODAY
HOW TO CREATE
A VALUES-DRIVEN CULTURE
WHO AM I?

3
Chairman and Founder of the
Barrett Values Centre
(www.richardbarrett.net)
OUR MISSION
To support leaders in building positive values-driven
organizations.
OUR VISION
To create a positive values-driven society.

4
… powerful metrics to support
leaders in building values-
driven organizations
and values-driven
societies.
provides …
Phil Clothier, CEO of Barrett
Values Centre.

5
Key Stats:
Founder: Richard Barrett
Since: 1997
Scale: Over 6000 organisations use
CTT assessments in 94 counties
Values Assessments for:
Individuals, Leaders (360°), Teams
Corporations, Governments,
NGOs, Schools, Communities and
Nations
Global Network: Over 5,000
Certified Practitioners and
Consultants
Supporting Leaders in Building
Values-Driven Organisations

6
THE SECTORS WE WORK IN:
• Agriculture / forestry / fishing
• Banking / Financial Services
• Central / Local Government
• Chemical and pharma
• Construction
• Education / University
• Fast Moving Consumer Goods
• Food and drink
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Tourism
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• Military
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• Oil/gas/mining
• Police & Justice
• Professional Services
• Retail and wholesale
• Scientific / Technical /
Engineering
• Scientific and technical
• Social housing
• Transportation

1998 2006 2010 20111995
2012 2013 2014 2015 2016
MY BOOKS

1995
2012
BOOKS ABOUT PERSONAL TRANSFORMATION

1998 2006
2013
BOOKS ABOUT ORGANIZATIONAL TRANSFORMATION

2011
2015
BOOKS ABOUT NATIONAL TRANSFORMATION

2010
2014
BOOKS ABOUT LEADERSHIP

Books about Psychology
2013 2014 2016
These are the books I will be
referring to today.

13
“Richard Barrett has made
extraordinary contributions to
our understanding of
organisational values and
culture. His frameworks for
measuring culture and enabling
whole system change are
elegant. His reservoir of know-
ledge is vast and his connection
to timeless wisdom is profound.”
Raj Sisodia, Co-founder and co-
chairman of Conscious
Capitalism Inc. and Professor
of Global Business, Babson
College, USA.
WHAT REVIEWERS ARE SAYING …

14
This is not a book about coaching per
se, it is about the framework of
human development that coaches
need to be familiar with to facilitate
the full emergence of their client’s
potential.
“I rarely do reviews, but This one blows
everything out of the park. It provides a
frighteningly accurate and scientifically
grounded framework that explains the entire
process of human consciousness development,
with practical tools especially for coaches.
Coaching aside, Every human being needs to
read this. Period.”
Pang on Amazon.co.uk

15
“A brilliant synthesis of the psychology of
the future.” John Gray, author of Men Are
From Mars, Women Are From Venus
“Richard’s brilliant book redefines the
meaning of well-being for the 21st
century. A must read!” Patricia Aburdene,
author of Megatrends 2010: The Rise of
Conscious Capitalism and Conscious Money.
“A brilliant book that will challenge your
understanding of who you are and the
world in which you live. Highly
recommended.” John Mackey, co-Founder
and co-CEO, Whole Foods Market.
Available August 2016

16
MY SPEECH TODAY
HOW TO CREATE
IN ORDER TO UNDERSTAND THE EGO-
SOUL DYNAMICS OF DEPRESSION
WE MUST ADDRESS THE
PROBLEM OF IDENTITY

17
Let’s do an exercise

18
EXERCISE
I am going to make a series of statements.
If the statement is true for you,
please stand up.
Otherwise remain seated.

19
Who are you?
EXERCISE
(Practice run)
I have a television

20
Who are you?
EXERCISE
(Practice run)
I am a television

21
Who are you?
EXERCISE
(Now the real thing)
I have a body

22
Who are you?
EXERCISE
(Now the real thing)
I am a body

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Who are you?
EXERCISE
I have an ego

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Who are you?
EXERCISE
I am an ego

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Who are you?
EXERCISE
I have a soul

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Who are you?
EXERCISE
I am a soul

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Who are you?
EXERCISE
3 minutes
Discuss with your neighbour
1. Are you primarily an ego or are
you primarily a soul?
2. Do you have a soul or are you a soul?

28
Progression in Enlightenment
1. I have a soul
2. I am a soul
3. Your soul has you
A fundamental shift in IDENTITY
A shift from 3-D awareness to 4-D awareness

29
MY SPEECH TODAY
HOW TO CREATE
… WE MUST ALSO SOLVE THE
PROBLEM OF PERSPECTIVE

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Understanding the difference between
the Ego and Soul Realities
FIVE FINGER EXERCISE
If we can understand the difference between two-
dimensional reality and three-dimensional reality then
we can get a sense of what the difference is between
three-dimensional reality and four-dimensional reality.

32
FIVE FINGER EXERCISE
FLATLAND

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 Our physical senses are only tuned in to
interpreting what is happening in our 3-D
material reality—a narrow band of
frequencies.
 As long as we identify with our physical
body and its senses, we will be unaware of
what is happening in our 4-D energetic
reality.
PERCEPTION

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Three-dimensional reality
SEPARATION
THE COMB ANALOGY

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Four-dimensional reality
CONNECTION
THE COMB ANALOGY

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Perception is the root of reality. Because of our
limited senses we can only perceive a small spectrum
of frequencies.
What you perceive and believe
becomes your reality.
The only thing stopping you from identifying with
your soul are the beliefs of the ego about who you
are and the world in which you live.
PERCEPTION

37
SOUL Four-dimensional
energetic awareness
(The reality of the soul)
BODY MIND
Science Psychology
Three-dimensional
material awareness
(The reality of the ego)
EGO AND SOUL AWARENESS

38
The non mathematician is seized by a
mysterious shuddering when he
hears of four-dimensional things, by
a feeling that is not unlike the occult.
But there is no more commonplace
statement than the world in which
we live is a four-dimensional
continuum.
FOUR DIMENSIONAL AWARENESS

39
Properties of 3-D
ego awareness
Properties of 4-D
soul awareness
Time Timelessness
Space Omnipresence
Matter Energy
PROPERTIES OF EGO AND SOUL AWARENESS

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The ego’s 3-D experience
of reality
The soul’s 4-D experience
of reality
Death and decay Being
Separation Connection
Limitation Possibility
Lack Abundance
FEAR LOVE
THE EGO’S AND SOUL’S EXPERIENCE OF REALITY

41
 What separates us from our souls (energetically)
are the ego’s conscious and subconscious fear-
based beliefs—your belief in separation, limitation,
lack, death and decay (personal entropy).
 The four-dimensional energetic soul lives in an
energetic field of love energy—abundance,
possibility, connection and being.
EGO-SOUL SEPARATION

42
Ego’s material
awareness
Soul’s energetic
awareness
Death and decay Being
Separation Connection
Limitation Possibility
Lack Abundance
FEAR LOVE
THE SHIFT FROM EGO TO SOUL AWARENESS

43
If you want to be happy and
find meaning in your life
then this is what you must
focus on.
The soul’s 4-D experience
of reality
Being
Connection
Possibility
Abundance
LOVE
THE SOUL’S EXPERIENCE OF REALITY

44
MY SPEECH TODAY
HOW TO CREATE
WITH THIS BACKGROUND ON IDENTITY AND
PERSPECTIVE WE CAN NOW
DISCUSS DEPRESSION AND WELL-BEING IN
THE CONTEXT OF EGO-SOUL DYNAMICS

45
MY SPEECH TODAY
HOW TO CREATE
A THEORY OF EMOTIONS

46
My theory of emotions starts from the premise that
all emotions are a reflection of energy shifts: a
sudden increase or decrease in the amplitude of
vibration of our energy field caused by the body’s or
the ego’s reaction to changes in their external
environment.
A positive energy shift enhances the stability of the
human energy field, thereby supporting the health of
the body. A negative energy shift diminishes the
stability of the human energy field thereby inhibiting
the health of the body.
A THEORY OF EMOTIONS

47
POSITIVE EMOTIONS
Meeting the needs of the ego—happiness
Meeting the desires of the soul—joy
NEGATIVE EMOTIONS
Not meeting the needs of the ego—anger
Not meeting the desires of the soul—sadness
Emotional needs might not be met—anxiety
Body needs might not be met—fear
THE SIX BASIC EMOTIONS

48
THE SIX BASIC EMOTIONS
Ego emotion Body emotion
(feeling)
Soul emotion
(feeling)
Needs/desires
met Happiness (alive) Joy
Needs/desires
might not be met Anxiety Fear (not applicable)
Needs/desires not
met Anger (distress)
Sadness
(depression)

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HAPPINESS
Happiness is the automatic energetic reaction that arises
when we release the anxieties we have about not being
able to meet one of our deficiency needs or when a
potential threat to a need we have already satisfied is
removed.
Once the anxiety is released, happiness is felt but quickly
dissipates. When we are able to master our deficiency
needs, we experience the feeling of contentment.
Happiness is linked to the following feelings: relief, pride,
pleasure, satisfaction and cheerfulness.

50
JOY
Joy arises from the delight of the soul about getting its
desires satisfied. Joy is the longest lasting positive emotion
because it is linked to a sense of fulfilment.
Happiness quickly dissipates because it is linked to the
release of fear. Joy is associated with the following feelings:
optimism, enthusiasm, commitment, expression, creativity,
connection, trust, and contribution.

51
FEAR
Fear is the basic emotion shared by all living organisms.
Fear is a present moment experience of the possibility of
not getting your needs met. As soon as a threat disappears,
the fear associated with the threat dissipates quickly. Fear
is linked to the following feelings: shame, guilt, worry,
distress, horror, shock, terror and fright. Thus, we can state:
A threat to our needs  Fear

52
ANXIETY
Whereas fear is a present moment experience of the
possibility of not getting your needs met, anxiety is a
present moment experience of the possibility of not getting
your needs met in the future.
Anxiety about being punished for something you did, for
example, is an experience of the possibility of not getting
your love and safety needs met in the future.

53
ANGER
Anger is the emotional upset associated with coming to
terms with the implications arising from a need not being
met.
The more attached we were to satisfying a particular need,
the angrier we become when that need is not met or when
we believe it might not be met.
Unmet need  Anger

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ANGER
We suppress our anger when we feel vulnerable: when we
believe that expressing our anger could compromise our
ability to get one of our other deficiency needs met.
This is why children suppress their anger towards their
parents. If they expressed their true feelings, they would
risk compromising getting their needs met in the future.

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ANGER AND DEPRESSION
Anger/hatred turned inwards  Depression
Hatred is the most physiologically damaging of all the
feelings associated with anger, especially when your hate is
turned inwards; when you believe you are the cause of the
reason for not getting your needs met.
Hatred of others creates external separation; hatred of self
creates internal separation; the ego’s separation from the
soul.

56
SADNESS
When the ego is unable to get its needs met, it experiences
anger.
When the soul is unable to get its desires met, it
experiences sadness.
When the sadness of the soul accumulates, we experience
depression.
Unmet ego needs  Unmet soul desires  Sadness  Depression

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DEPRESSION SICKNESS AND SUICIDE
 When the soul continuously experiences sadness—when the
ego consistently fails to get its deficiency needs met—the
soul’s will to be present in 3-D awareness begins to wane.
 When the soul’s will to be present wanes, the body’s will to
stay alive weakens and the ego’s will to survive declines.
 When the body’s will to stay alive weakens, the body’s
immune system becomes compromised. When the ego’s will
to survive declines, the ego begins to contemplate suicide.

58
A measure of your ability to meet the
needs you have at the stage of
psychological development you are at
(personal mastery) and the needs of the
stages of psychological development you
have passed through.
DEFINITION OF WELL-BEING

59
Flourishing occurs towards the end of the
second part of our lives after we have
mastered the seven stages of
psychological development…
and we are able to live in
full-spectrum consciousness
FLOURISHING

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 Living in internal alignment (coherence)
 Living in external alignment (cohesion)
You must experience both at the same time
to feel a sense of well-being
TWO PARTS TO WELL-BEING

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Internal alignment = Personal alignment
External alignment = Cultural alignment
You must experience both at the same time
to feel a sense of well-being
TWO PARTS TO WELL-BEING

62
If you do not have personal
alignment, it doesn’t matter what
cultures you live in, you won’t be
able to feel a sense of well-being.
You will never be happy and find
meaning.
PERSONAL ALIGNMENT IS PRIMARY

63
If you do have personal
alignment, the cultures you live in
matter significantly.
They can support you in finding
well-being or they can hinder you
in finding well-being.
IMPACT OF CULTURAL ALIGNMENT

64
A measure of your ability to meet the
needs you have at the stage of
psychological development you are at
(personal mastery) and the needs of the
stages of psychological development you
have passed through.
LET’S GO BACK TO OUR DEFINITION
OF WELL-BEING

65
Serving
Integrating
Self-actualising
Individuating
Differentiating
Conforming
Surviving
EvolutionofPersonalConsciousness
WHAT ARE THE STAGES OF PSYCHOLOGICAL DEVELOPMENT?

66
Serving 60+ years
Integrating 50-59 years
Self-actualising 40-49 years
Individuating 25-39 years
Differentiating 8-24 years
Conforming 3-7 years
Surviving 0- 2 years
WHEN DO THEY OCCUR?

67
Contribution
SOUL DESIRES Connection
Self-expression
START OF EGO-SOUL ALIGNMENT Freedom and autonomy
Security—recognition
EGO NEEDS Safety—belonging
Survival—competence
EGO NEEDS AND SOUL DESIRES

68
In his book, Towards a Psychology of
Being, Abraham Maslow asks the
question: “How does growth happen?”
He answers in the following way:
The single holistic principle that binds
together the multiplicity of human
motives is the tendency for a new and
higher need to emerge as a lower need
fulfils itself by being sufficiently
gratified.

69
Abraham Maslow calls our ego needs
deficiency needs and the needs of our
higher self (soul) growth needs.
Man’s higher nature rests on his lower
nature, needing it as a foundation.
The best way to develop this higher
nature is to fulfil and gratify the lower
nature first … (happiness).
…satisfying our deficiencies avoids
illness; growth satisfactions produce
positive health … (meaning).

70
Ego needs and Soul desires
Contribution
GROWTH NEEDS Connection
Self-expression
START OF EGO-SOUL ALIGNMENT Freedom and autonomy
Security—recognition
DEFICIENCY NEEDS Safety—belonging
Survival—competence

71
Roberto Assagioli makes the following
observation about the link between
values and stages of development:
The existence of different levels of
being having different values is an
evident and undeniable manifest-
ation of the great law of evolution,
as it progresses from simple and
crude stages to more refined and
highly organized ones.

72
 Whatever we need is what we value.
 Our values are a reflection of our needs.
 Values are the energetic drivers of our
aspirations and intentions.
 Map your values: www.valuescentre.com/pva
NEEDS AND VALUES

73
 Because the ego believes it inhabits a body and
lives in a material world, it thinks it can die.
 Because it thinks it can die, it thinks it has needs,
and because it thinks it has needs, it develops
fears about not being able to get its needs met.
NEEDS AND FEARS

74
 The ego has needs and the soul has desires.
 When the ego fails to get its needs met we
feel anxious and fearful.
 When the soul fails to get its desires met we
feel sad and depressed.
EGO NEEDS AND SOUL DESIRES

75
 When you are able to meet your deficiency needs you
feel happy and at ease with the world.
 When you are unable to meet your deficiency needs
you feel unhappy, anxious, fearful and may become
depressed or suicidal.
 When you are able to meet your growth needs, you
want more. You feel joyful.
MEETING YOUR DEFICIENCY NEEDS

76
 Your ego is a field of conscious awareness that identifies
with your physical body and material awareness.
 The ego is not who you are. It is the mask you wear to
get your needs met in the cultural framework of your
material three-dimensional framework of existence.
Ego = False Self
WHAT IS AN EGO?

77
“A man without a mask is
indeed very rare. One even
doubts the possibility of such
a man. Everyone in some
measure wears a mask.”
R. D. Laing
The Divided Self
THE EGO MASK

78
 Your soul is an individuated aspect of the
universal energy field from which everything in
our physical world derives its being.
 Your soul is a field of conscious awareness that
identifies with your four-dimensional energy
field. It is who you really are. You don’t have a
soul; your soul has you.
WHAT IS A SOUL?

79
Soul Self = True Self + Unique Self
At the level of the true Self, we all share the same values. At
the level of the unique self, we all have different skills, gifts,
and talents. This, I believe, is what Maslow was referring to
when he wrote:
“Each person’s inner nature is in part unique to himself
and in part species-wide.”
THE TWO ASPECTS OF THE SOUL

80
 Because the soul identifies with your four-
dimensional energy field and not with the
body, the soul knows it cannot die.
 The soul has no needs because at the level of
reality at which it exists it instantaneously
creates through its thoughts.
 Because the soul has no needs, it has no fears.
THE REALITY OF THE SOUL

2013 2014 2016
These are the books I will be
referring to today.
BOOKS ABOUT PSYCHOLOGY

82
What is different about these books compared to
almost all other works on the topics of stages of
development and human well-being is that they
explore psychological development from the
perspective of the ego-soul evolutionary dynamic.
You will not find this approach in any scientific papers
because the soul (sometimes called the higher-self or
the inner core), along with the topic of consciousness,
for the most part, is ignored by the academic world.
WHAT IS DIFFERENT ABOUT THESE BOOKS

83
MY SPEECH TODAY
HOW TO CREATE
WHAT IS THE EGO-SOUL DYNAMIC AND
WHAT ARE THE SEVEN STAGES OF
PSYCHOLOGICAL DEVELOPMENT

84
A personal journey
Every person is on an
evolutionary journey of
psychological development.
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving

85
 We grow in stages of psychological
development
 We operate at levels of consciousness
 We live inside (are embedded in)
cultural world views
STAGES, LEVELS AND WORLD VIEWS

86
All things being normal, the level of
consciousness we operate from will
correspond to the stage of
psychological development
we have reached.
LEVELS OF CONSCIOUSNESS

87
Stages Levels of Consciousness
Serving SERVICE
Integrating MAKING A DIFFERENCE
Self-actualising INTERNAL COHESION
Individuating TRANSFORMATION
Differentiating SELF-ESTEEM
Conforming RELATIONSHIP
Surviving SURVIVAL
STAGES AND LEVELS

88
Surviving
STAGES OF PSYCHOLOGICAL DEVELOPMENT

89
INFANCY
-2 Years Old
Staying alive!
LEARNING TO CONTROL
Ability to get basic
physiological needs met.
Surviving
Stage Motivation

90
 Where does the will to survive come from?
You will not find the answer in any scientific papers.
The will to survive is the soul’s will to be
present in 3-D material awareness.
The will to survive is the motivating force of the
body-mind (reptilian mind/brain), the emotional-mind (limbic
mind/brain) and rational mind (neocortex mind/brain).
THE WILL TO SURVIVE

91
Conforming

92
Stages of Psychological Development
Conforming
Stage Motivation
CHILDHOOD
3-7 Years Old
Keeping safe and secure!
LEARNING TO BE LOVED
Ability to feel accepted and
sense of belonging.

93
 The ego begins to form soon after the limbic mind/brain
becomes dominant around the age of two and continues
developing until our early 20s.
 The soul mind creates the ego mind when it becomes
overwhelmed by the pain of being present in 3-D material
reality. This pain is caused by the energy of fear and
separation.
 Repression and dissociation
THE BIRTH OF THE EGO

94
Stages of Psychological Development
Differentiating

95
Differentiating
Stage Motivation
TEENAGER +
8-24Years Old
Distinguishing yourself!
LEARNING TO BE RECOGNIZED
Ability to feel respected
and recognized by others.

96
 The ego mind is comprised of the emotional mind (limbic
mind/brain) and the rational mind (the neocortex
mind/brain).
 The will to keep safe and feel secure is how the ego
interprets the soul’s will to be present in 3-D awareness.
 The ego is the unknowing guardian of the soul’s incarnation
intention.
THE EGO MIND

97
Whereas the ego-mind is responsible for the
survival, safety and security of the body in its
physical, social and cultural framework of
existence, the body-mind is responsible for the
homeostatic functioning of the physical body—
keeping the body alive.
THE EGO MIND AND THE BODY MIND

98
INDIVIDUATING

99
INDIVIDUATING
Stage Motivation
YOUNG ADULT
25-39 Years Old
Releasing your fears!
ACCOUNTABILITY
Finding freedom and
autonomy to understand
who you really are.

100
SELF-ACTUALIZING

101
SELF-ACTUALIZING
Stage Motivation
ADULTHOOD
40-49 Years Old
Becoming who you are!
SELF-EXPRESSION
Ability to satisfy your
desire for meaning
and purpose.

102
INTEGRATING

103
INTEGRATING
Stage Motivation
MATURE ADULT
50-59 Years Old
Aligning with others!
CONNECTION
Ability to satisfy the desire
to make a difference
in your world.

104
SERVING

105
SERVING
Stage Motivation
SENIOR
60+ Years Old
Finding fulfilment!
CONTRIBUTION
Ability to satisfy your
desire to serve the
greater good.

106
MY SPEECH TODAY
HOW TO CREATE
UNDERSTANDING
EGO-SOUL DYNAMICS

107
Ego
Development
Ego-Soul Alignment
Soul
Emergence
SURVIVING
CONFORMING
DIFFERENTIATING
INDIVIDUATING
SELF-ACTUALIZING
INTEGRATING
SERVING
PSYCHOLOGICALDEVELOPMENT

108
Individuating
Integrating
Differentiating
Conforming
Surviving
Stages of Development
Serving
Self-actualizing
SOUL
EGO
Control
If you have fears about surviving
you will not be able to self-express
Self-expressionEGO-SOUL
ALIGNMENT
No existential fears
MASTERING SURVIVING PREPARES YOU FOR SELF-ACTUALIZING

109
SOUL
EGO
Belonging
If you have fears about being accepted
you will not be able to connect
Connecting
Individuating
Integrating
Differentiating
Conforming
Surviving
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL
ALIGNMENT
MASTERING CONFORMING PREPARES YOU FOR INTEGRATING

110
SOUL
EGO
Recognition
If you have fears about your self-worth
you will not be able to contribute
Contributing
Individuating
Integrating
Differentiating
Conforming
Surviving
Serving
Self-actualizing
SOUL
EGO
EGO-SOUL
ALIGNMENT
MASTERING DIFFERENTIATING PREPARES YOU FOR SERVING

111
A failure to master to ego stages of
development results in mental and
physical disorders when you reach the
soul stages of activation.

112
Let us for a moment use the incidence of
suicide as a proxy for the incidence of
depression (sadness of the soul) and show
how the scale of suicide/depression
relates to the stages of psychological
development.

113
A FAILURE TO
DIFFERENTIATE
Issue of
Recognition
NUMBER OF SUICIDES BY AGE IN UK

114
A FAILURE TO
INDIVIDUATE
Issue of
Autonomy

115
A FAILURE TO
SELF-
ACTUALISE
Issue of Self-
Expression

116
A FAILURE TO
INTEGRATE
Issue of
Connection

117
A FAILURE TO
SERVE
Issue of
Contribution

118
Differentiating
8-24
Striving for
Recognition
Self-actualizing
40-49
Striving for Self-
expression
Individuating
25-39
Striving for
Autonomy
Integrating
50-59
Striving for
Connection
Serving
60+
Striving for
Contribution
The key issues related to depression at work.
The dysfunctions associated with a failure to meet the needs
of a stage of development may show up in that stage or the
early years of the subsequent stage.
Age
Overlap
Age
Overlap
Age
Overlap
Age
Overlap
DEPRESSION AT DIFFERENT STAGES OF DEVELOPMENT

119
The fears you develop during the first
three stages of development can cause
stress and prevent you from fulfilling
your soul’s desires, thereby leading
depression and sickness later in life.
THE IMPACT OF THE EGO’S UNMET NEEDS
ON SOUL ACTIVATION

120
1. … we believe we may not be able to cope with the
demands that have been put on us.
2. … we believe the demands that are being put on will
prevent us from getting our own needs met.
3. … we are afraid to confront those who are putting
demands on us. The resentment thus created creates
internal instability—lack of personal alignment.
STRESS OCCURS WHEN …

121
1. Stress is not a derivative of what is going on in your life; it
is a derivative of the meaning you give to what is going on
in your life through your beliefs and your ability to cope.
Stress originates from your fears, not from any external
source (lack of personal alignment).
2. Your boss may press you to get a job done, but you are
the one who converts this demand into stress. Without
your inner fears, there is no pressure and stress, there is
only what is.
STRESS

122
1. … we allow the ego’s fear-based beliefs about meeting its
deficiency needs prevent us from fulfilling the desires of our soul—
lack of personal alignment.
OR
2. … the situation (cultural context) in which we find ourselves
prevents or blocks us from meeting the needs of the stage of
development we are at—lack of cultural alignment.
DEPRESSION OCCURS WHEN …

123
We can get stressed, depressed and even suicidal when we
allow our fear-based PROGRAMMING from the first three
stages of development block us from meeting the needs of
the stage of development we are at (lack of personal
alignment).
OR
We can get stressed, depressed and even suicidal if the
CONTEXT we are living in prevents us from meeting the
needs of the stage of development we are at (lack of
cultural alignment—parental, organizational, community).
IN OTHER WORDS …

124
Cultural contexts that prevent us from meeting
our needs and in particular the work context.
Any fear-based programming (lack of personal
alignment) we have will acerbate the downward
spiral into depression or suicide due to lack of
cultural alignment.
The focus of most of the rest of this
presentation will be on:

125
Surviving Stage (Survival):
 Parental (abandonment, uncaring, etc.)
Conforming Stage (Belonging)
 Parental (lack of acceptance and abuse, etc.)
Differentiating Stage (Recognition):
 Parental (lack of recognition, etc.)
 School (bullying)
 Community (discrimination)
CAUSES OF NEUROSIS AND DEPRESSION

126
Individuating Stage (Autonomy):
 Work (high cultural entropy)
 National (lack of freedom and discrimination)
Self-actualizing Stage (Self-expression):

127
Integrating Stage (Connection):
Serving Stage (Contribution):

128
MY SPEECH TODAY
HOW TO CREATE
MEASURING WELL-BEING AT WORK

129
Our own lack of internal alignment—ego soul
dynamics. Issues we have with regard to our unmet
survival, relationship and self-esteem needs, and
 The culture of the organization
 The character and behaviour of our boss
WHAT PREVENTS US FROM FINDING
WELL-BEING AT WORK

130
I am going to focus on these two issues
in the remainder of this presentation:
 The culture of the organization
 The character and behaviour of our boss
WHAT PREVENTS US FROM FINDING
WELL-BEING AT WORK

131
MY SPEECH TODAY
HOW TO CREATE
MEASURING CULTURAL WELL-BEING
IN AN ORGANIZATION

132
Levels of Well-being
Service to Humanity and the Planet
Social Responsibility, Future Generations, Long-Term
Perspective, Ethics, Compassion, Humility.
Strategic Alliances and Partnerships
Environmental Awareness, Community Involvement,
Employee Fulfilment, Coaching/Mentoring.
Building Internal Community
Shared Values, Vision, Commitment, Integrity,
Trust, Passion, Creativity, Openness, Transparency.
Continuous Renewal and Learning
Accountability, Adaptability, Empowerment, Teamwork,
Goals Orientation, Personal Growth.
High Performance
Systems, Processes, Quality, Best Practices,
Achievement, Pride in Performance.
Harmonious Relationships
Loyalty, Open Communication, Customer Satisfaction,
Collegiality, Friendship, Harmony.
Financial Stability
Financial Stability, Shareholder Value, Organisational
Growth, Employee Health, Safety.
`
CULTURAL WELL-BEING INDICATOR FOR ORGANIZATIONS

133
 Higher is only better if all the previous levels have
positive values indicators. We need a strong
foundation.
Well-Being Inhibitors
 The presence of limiting values at the financial
stability, harmonious relationships and high
performance levels can lower the overall level of
cultural well-being in an organization.
CULTURAL WELL-BEING INDICATOR

134
Well-being Inhibitors
High Performance
Bureaucracy, Hierarchy, Complacency, Arrogance,
Confusion, Power-seeking, Silo Mentality
Blame, Manipulation, Internal Competition, Empire
Building, Internal Politics.
Financial Stability
Control, Micro-management, Greed, Demanding,
Exploitation, Job Insecurity, Short-term focus
`
CULTURAL WELL-BEING INHIBITATORS

135
1. Customer satisfaction
2. Making a difference
3. Commitment
4. Employee fulfilment
5. Continuous improvement
6. Humour/fun
7. Shared vision
8. Customer collaboration
9. Balance (home/work)
10. Teamwork
CULTURAL WELL-BEING OF ORGANIZATION “A”
`
Top ten current culture values
Cultural Entropy = 7%
93%

136
CULTURAL WELL-BEING OF ORGANIZATION “B”
`
1. Long hours(L)
2. Confusion (L)
3. Short-term focus (L)
4. Blame (L)
5. Information hoarding (L)
6. Manipulation (L)
7. Hierarchy (L)
8. Results orientation
9. Bureaucracy (L)
10. Quality
Top ten current culture values
53%

137
Customer satisfaction
Making a difference
Commitment
Employee fulfilment
Continuous improvement
Humour/fun
Shared vision
Customer collaboration
Balance (home/work)
Teamwork
ORGANIZATION “A”
Long hours(L)
Confusion (L)
Short-term focus (L)
Blame (L)
Information hoarding (L)
Manipulation (L)
Hierarchy (L)
Results orientation
Bureaucracy (L)
Quality
ORGANIZATION “B”
High Well-
being and Low
Cultural
Entropy
7%
Low Well-being
and High
Cultural
Entropy
47%
WHICH ORGANIZATION WOULD BE THE LEAST STRESSFUL TO WORK IN
Stress
Inducing
Values
No
Stress
Inducing
Values

138
MY SPEECH TODAY
HOW TO CREATE
FULL CULTURAL VALUES ASSESSMENT
RESULTS FOR ORGANIZATIONS
“A” AND “B”

Organization “A” (19 people)
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
teamwork 6 4 (R)
employee fulfilment 10 6(O)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
Values PlotCopyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 4
CC - DC 6
PV - DC 4
Cultural Entropy:
Current Culture
7%
family 15 2(R)
humour/ fun 11 5(I)
well-being 11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0

Organization “A” (19 people)
Personal Values
Values DistributionCopyright 2015 Barrett Values Centre
Positive Values
Potentially Limiting Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
0%
0%
0%
5%
14%
9%
21%
25%
17%
9%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
5%
6%
10%
4%
20%
28%
24%
1%
0% 20% 40% 60%
1
2
3
4
5
6
7
0%
0%
0%
5%
9%
10%
27%
23%
22%
4%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 51-21-28 CTS = 53-20-27 CTS = 49-27-24
Low level of
Cultural Entropy
= High level of
Employee
Engagement
26%
46%
28%
25%
48%
27%
26%
50%
24%

Organization “B” (35 people)
confusion (L) 15 3(O)
long hours (L) 12 3(O)
short-term focus (L) 11 1(O)
blame (L) 10 2(R)
information hoarding (L) 9 3(R)
manipulation (L) 8 2(R)
hierarchy (L) 8 3(O)
results orientation 7 3(O)
bureaucracy (L) 6 3(O)
quality 6 3(O)
information sharing 10 4(O)
quality 9 3(O)
teamwork 8 4(R)
professionalism 7 3(O)
efficiency 6 3(O)
balance (home/work) 6 4(O)
continuous learning 6 4(O)
Values PlotCopyright 2016 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - DC 1
PV - DC 2
Cultural Entropy:
Current Culture
47%
commitment 26 5(I)
honesty 12 5(I)
integrity 9 5(I)
adaptability 8 4(I)
continuous learning 8 4(I)
responsibility 8 4(I)
cooperation 8 5(R)
efficiency 7 3(I)
family 6 2(R)
humour/ fun 6 5(I)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0

Organization “B” (35 people)
Personal Values
Values DistributionCopyright 2016 Barrett Values Centre
Positive Values
Current Culture
Values
Desired Culture
Values
C
T
S 2
1
3
4
5
6
7
C = Common Good
T = Transformation
S = Self-Interest
2%
0%
0%
6%
10%
13%
21%
36%
7%
5%
0% 20% 40% 60%
1
2
3
4
5
6
7
11%
11%
25%
6%
6%
11%
16%
7%
5%
2%
0% 20% 40% 60%
1
2
3
4
5
6
7
2%
0%
0%
3%
10%
18%
32%
23%
9%
3%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 48-21-31 CTS = 14-16-70 CTS = 35-32-33
Cultural Entropy = 2% Cultural Entropy = 47% Cultural Entropy = 2%
High level of
Cultural Entropy
= Low level of
Employee
Engagement

143
MY SPEECH TODAY
HOW TO CREATE
WHAT IS CULTURAL ENTROPY?

144
 The amount of energy that is consumed in an organisation
doing unnecessary or unproductive work
that does not add value.
 It is a measure of the conflict, friction and frustration that
employees encounter in their day-to-day activities that
prevent the organisation from operating at peak
performance and cause employees to experience stress.
WHAT IS CULTURAL ENTROPY

145
Cultural entropy significantly impacts employee engagement.
25%
35%
45%
55%
65%
75%
85%
0% 5% 10% 15% 20% 25% 30%
Cultural Entropy
EmployeeEngagement
Low Entropy =
High Engagement
High Entropy =
Low Engagement
Cultural Entropy and Employee Engagement

146
Cultural Entropy and Employee Engagement
Cultural Entropy Most employees
are ….
10% or less Highly Engaged
11% to 20% Engaged
21% to 30% Becoming Disengaged
31% to 40% Disengaged
41% or more Highly Disengaged

147
 Cultural entropy is a function of the
personal entropy of the current leaders of
an organisation and institutional legacy of
personal entropy of past leaders as
embedded in the structures, systems,
policies and procedures.
HOW DOES CULTURAL ENTROPY ARISE?

148
MY SPEECH TODAY
HOW TO CREATE
MEASURING PERSONAL ENTROPY
OF THE LEADERS

149
 Personal entropy is the amount of fear-driven
energy that a person expresses in his or her
day-to-day interactions with other people.
It is a measure of the lack of personal well-
being and personal mastery skills. Fear-driven
energy arises from the conscious and
subconscious fear-based beliefs of the ego
about meeting its deficiency needs.
WHAT IS PERSONAL ENTROPY?

Personal Well-being Indicator
Levels of Well-being
Service to Humanity and the Planet
Compassion, Humility, Forgiveness, Ethics, Future
Generations, Wisdom, Ease with Uncertainty.
Making a Difference in the Community
Actualising Meaning, Collaboration, Intuition,
Mentoring, Empathy, Community Involvement.
Finding Meaning in Existence
Integrity, Authenticity, Creativity, Passion, Honesty,
Trust, Fairness, Generosity, Humour/fun.
Continuous Growth and Development
Adaptability, Continuous Improvement, Courage,
Autonomy, Independence, Freedom.
Building a Sense of Self Worth
Pride in Self, Self-Reliant, Positive Self-image, Being
the best, achievement, recognition.
Family, Friendship, Belonging, Caring, Open
Communication, Listening.
Physical Survival and Safety
Health, Nutrition, Financial Stability, Self-Discipline,
Job security, Wealth.
`

151
 Each level corresponds to a separate stage of
psychological development. See Annex.
 Higher is only better if all the previous levels have
been mastered—have positive values indicators.
PERSONAL WELL-BEING INDICATOR

152
 The presence of limiting values at the survival,
relationships and self-worth levels can lower
the overall level of personal well-being.
 I am not enough
 I am not loved enough
 I do not have enough
PERSONAL WELL-BEING INHIBITOR

153
Personal Well-Being Inhibitors
Well-being Inhibitors
Building a Sense of Self-worth
Complacency, Arrogance, Image, Power-seeking,
Status-seeking, Boasting, Lack of Confidence.
Blame, Being Liked, Manipulation, Jealousy,
Neediness, Relationship insecurity, Demanding.
Physical Survival and Safety
Control, Caution, Risk-averse, Greed, Job
Insecurity, Short-term focus, Impatience.
`

154
PERSONAL WELL-BEING OF LEADER “A”
`
Top ten values based on
Feedback from collaborators
Personal Entropy = 8%
1. Vision
2. Appreciative
3. Enthusiasm
4. Making a difference
5. Global perspective
6. Accessible
7. Authentic
8. Balance home/work
9. Experience
10. Wisdom

155
PERSONAL WELL-BEING OF LEADER “B”
`
1. Long hours(L)
2. Confusion (L)
3. Short-term focus (L)
4. Blame (L)
5. Information hoarding (L)
6. Manipulation (L)
7. Hierarchy (L)
8. Results orientation
9. Bureaucracy (L)
10. Quality
Personal Entropy = 27%
Top ten values based on
Feedback from collaborators

156
Vision
Appreciative
Enthusiasm
Making a difference
Global perspective
Accessible
Authentic
Balance home/work
Experience
Wisdom
LEADER “A”
Long hours(L)
Quality conscious
Drive and determination
Ambitious
Commitment
Cautious (L)
Reliable
Achievement
Demanding (L)
Internally competitive (L)
LEADER “B”
Personal
Entropy
8%
Personal
Entropy
27%
WHICH LEADER WOULD BE THE LEAST STRESSFUL TO WORK FOR
Stress
Inducing
Values
No
Stress
Inducing
Values

157
What Low Entropy Leaders Focus on …
Based on 3600 Leadership Values Feedback
carried out on 100 leaders from 19 countries (2008-2010)
Commitment
Controlling (L)
Ambitious
Results orientation
Demanding (L)
Experience
Goals orientation
Authoritarian (L)
Humor/fun
Power (L)
Commitment
Positive attitude
Accessible
Teamwork
Trustworthy
Integrity
Accountability
Customer satisfaction
Enthusiasm
Fairness
Low Entropy
Leaders (0-6%)
High Entropy
Leaders (21%+)
Values that address employees needs and
create internal cohesion
Internal
Cohesion
Focus
Self-
Esteem
Focus
Stress
Inducing
Values

158
Cultural Capital is the new frontier of
competitive advantage.
Mantras Implications
The Culture of an organizations is a
reflection of leadership consciousness
Measurement matters. If you can
measure it, you can manage it.
Who you are and what your organization
stands for is vitally important.
Organizational transformation begins with
the personal transformation of the leaders
You can make the evolution of
consciousness, conscious
Focus on Vision, Mission and Values
Begins with Leading Self
Measure and Map the Values
THE THREE MANTRAS OF ORGANIZATIONAL
PERFORMANCE

continuous learning 11 Level 4
generosity 11 Level 5
commitment 10 Level 5
positive attitude 10 Level 5
vision 10 Level 7
ambitious 9 Level 3
making a difference 8 Level 6
results orientation 8 Level 3
honesty 7 Level 5
integrity 7 Level 5
intuition 7 Level 6
leadership developer 7 Level 6
1. customer satisfaction 16 Level 2
2. commitment 11 Level 5
3. continuous learning 11 Level 4
4. making a difference 11 Level 6
5. global perspective 9 Level 3
6. mentoring 9 Level 6
7. enthusiasm 8 Level 5
8. leadership development 8 Level 6
9. integrity 7 Level 5
10. open communication 7 Level 2
11. optimism 7 Level 5
12. shared values 7 Level 5
Low Personal Entropy of Leader Creates Low Cultural
Entropy Organization
Cultural Entropy 7%Personal Entropy 9%
Cultural ValuesLeader’s Values
The culture of
an organisation
is a reflection
of leadership
consciousness.
CVA Current Culture
PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0
Internal
Cohesion
LVA Feedback 27 Assessors
PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0
Internal
Cohesion

The culture of
an organisation
is a reflection
of leadership
consciousness.
LV A Feedback 14 Assessors
PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0
High Personal Entropy of Leader Creates High Cultural
Entropy Organization
power (L) 11 Level 3
blame (L) 10 Level 2
demanding (L) 10 Level 2
manipulative (L) 10 Level 2
experience 9 Level 3
controlling (L) 8 Level 1
arrogant (L) 7 Level 3
authoritarian (L) 6 Level 1
exploitative (L) 6 Level 1
ruthless (L) 6 Level 1
1. short-term focus (L) 13 Level 1
2. blame (L) 11 Level 2
3. manipulation (L) 10 Level 2
4. caution (L) 7 Level 1
5. cynicism (L) 7 Level 3
6. bureaucracy (L) 6 Level 3
7. control (L) 6 Level 1
8. cost reduction 5 Level 1
9. empire building (L) 5 Level 2
10. image (L) 5 Level 3
11. long hours (L) 5 Level 3
CVA Current Culture
PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0
Cultural Entropy 38%Personal Entropy 64%
Cultural ValuesLeader’s Values

161
LEADER’S VALUES
Which of the following values/behaviours
most reflect how you operate? Pick ten.
ASSESSOR’S OBSERVED VALUES OF LEADER
Which of the following values/behaviours
most reflect how Leader “X” operates? Pick
ten.
http://www.valuescentre.com/our-products/products-
leaders/leadership-values-assessment-lva
LEADERSHIP VALUES ASSESSMENT
HOW TO MEASURE PERSONAL ENTROPY

long hours (L) 16 3(I)
quality conscious 13 3(O)
drive and determination 12 4(I)
analytical 10 3(I)
commitment 10 5(I)
cautious (L) 8 1(I)
reliable 8 3(R)
achievement 7 3(I)
demanding (L) 7 2(R)
internally competitive (L) 6 2(R)
strategic thinker 6 4(I)
High Entropy Leader (20 Assessors)
Matches 3
adaptability 4(I)
connecting with stakeholders 6(R)
drive and determination 4(I)
goals orientation 4(O)
innovative 4(I)
long hours (L) 3(I)
making a difference 6(O)
strategic thinker 4(I)
vision 7(I)
win-win partnerships 6(O)
Level Leader’s Perspective Observed Values by Assessors
7
6
5
4
3
2
1
PL= 9-1 | IROS (P)=5-1-3-0 | IROS (L)=1-0-0-0 PL= 7-4 | IROS (P)=5-1-1-0 | IROS (L)=2-2-0-0
Orange=Values Match
P=Positive
L=Potentially Limiting (white circle)
I=Individual
R=Relationship
O=Organisational
S=Societal
Entropy = 27%

10%
50%
30%
10%
0% 20% 40% 60%
1
2
3
4
5
6
7
CTS = 40-50-10
Entropy = 10%
CTS = 20-20-60
Entropy = 27%
Leader’s
perspective
High Entropy Leader (20 Assessors)
Positive Values
Observed Values by
Assessors
C
T
S
C=Common Good
T=Transformation
S=Self-Interest
9%
8%
10%
1%
7%
25%
20%
12%
5%
3%
0% 20% 40% 60%
1
2
3
4
5
6
7
1
2
3
4
5
6
7

164
MY SPEECH TODAY
HOW TO CREATE
MEASURING WELL BEING AT WORK
CULTURAL TRANSFORMATION TOOLS

165
CULTURAL TRANSFORMATION TOOLS FOR
ORGANIZATIONS
Cultural Values Assessment
Cultural Evolution Report
Espoused Values Analysis
Small Group (Team) Assessment
Merger/Compatibility Report
Customer Values Assessment
CULTURAL WELL-BEING AND CULTURAL ENTROPY

166
CULTURAL TRANSFORMATION TOOLS
FOR INDIVIDUALS
Self Assessment
Personal Values Assessment
Individual Values Assessment
Feedback Assessment
Individual Development Report
Leadership Development Report
Leadership Values Assessment
How aligned
I am with my
work place
culture.
Measures
personal
entropy.
PERSONAL WELL-BEING AND PERSONAL ENTROPY

167
If you want to find
out more about
measuring cultural
entropy and
personal entropy
and creating a high
performance
organization that
supports employee
well-being.

168
For more information:
Go to: www.valuescentre.com or www.richardbarrett.net
Contact Me: richard@valuescentre.com

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