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Richard Barrett, FRSA
(*1945) British social commentator, speaker, author on human values and leadership

 

 

 

Richard Barrett (*1945)

 


 

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Zitate zum Thema Richard Barrett

Zitate von Richard Barrett

Persönliche Bekenntnisse

Quotes by Richard Barrett

Personal avowals

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Authentic leadership induces cultural change.

 

Recommendations

  • Stop being the best [leader] IN the world and start being the best [leader] FOR the world. Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, source unknown
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Four pillars of Conscious Capitalism

Reference: Rajendra S. Sisodia, Ph.D., Indian US American professor of marketing, Bentley University, co-founder and chairman of the Conscious Capitalism Institute, founding member of the Conscious Capitalism movement, Jagdish N. Sheth, Ph.D. (*1938) Burmese-US American Charles H. Kellstadt professor of marketing, Goizueta Business School, Emory University, David B. Wolfe, US American customer behavior expert, author, Firms of Endearment. How World-Class Companies Profit from Passion and Purpose, Pearson Prentice Hall, 1st edition 10. February 2007

  • Four pillars of Conscious Capitalism
    1. Higher purpose of making money
    2. Equal consideration to all stake holders (employees, customers, shareholders, local community, society)
    3. Conscious leadership
    4. Conscious culture
Video interview [paraphrased summary] with Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Love, Fear and the Destiny of Nations – The Future of Western Civilisation No. 23, presented by Dr. Nicholoas Beecroft, British consultant psychiatrist, YouTube film, minute 48:44, 1:27:17 duration, posted 11. April 2012

 

  • [Paraphrased] The most successful sustainably transformed organizations follow these principles:
    1. Higher purpose (beyond making money) supported by employees linking them to the common good of society
    2. Equal treatment of all stakeholders (employers, suppliers, customers, shareholders, local community and society)
    3. Conscious leadership (self-aware leaders living their values)
    4. Conscious (company) culture (that can be measured)
Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by Italian Asterys s.r.l., Rome, YouTube film, minute 0:11, 3:15 minutes duration, posted 27. November 2012

 

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The five modes of decision-making:

1. Instincts; 2. Subconscious beliefs; 3. Conscious beliefs; 4. Values; 5. Intuition

 

 

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Democracy needs a significant upgrade.

  • We are all disengaged with democracy. […] What about the levels of consciousness about leaders? Talk about focus on self-esteem, status. Where are the values of the common good in our political leaders? They are not there! They are serving their interests. They are the new elites. We got rid of kings and queens and then we got politicians. Democracy needs to change significantly. Video presentation by Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, A Compass for Navigating Cultural Transformations, Building Capacity for Sustainable Transformations conference, sponsored by Italian Asterys s.r.l., Rome, 7. June 2012, YouTube film, minute 43:24, 48:33 minutes duration, posted 29. October 2012

 

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Creating conscious culture in companies

  • In a values driven organization the real role of the leader is actually to manage the values [of the organisation]. I am not the first person to say that it. Way back in 1983 Tom Peters (*1942) in his book In Search of Excellence said that's the real role of the leader: to manage the values of the organization. In fact, what he is really talking about is being able to manage the culture of the organization. Cultural capital is the new frontier of competitive advantage. Who you are and what you stand for as an organization is the passport to success. Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by Italian Asterys s.r.l., Rome, YouTube film, minute 1:09, 3:15 minutes duration, posted 27. November 2012

 

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Interdependence and sustainability

  • Organizations are not separate from society, they are part of society. And in fact, I would say that it's only important for organizations to pay attention to the environmental conditions that we live in. Because if the environment crashes our society will crash. And if the society crashes our business will crash. So therefore, it is in the best interest of every organization to think about their global impact, to think about sustainability, to think about the local community and to do good in the world. Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by Italian Asterys s.r.l., Rome, YouTube film, YouTube film, minute 2:35, 3:15 minutes duration, posted 27. November 2012

 


Richard Barrett
  • America is a deeply disturbed country. It is not a democracy. It's been hijacked by the powerful elites. Video presentation by Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The Evoluotion of Consciousness: Next Steps, 2012 BVC International Conference, part 1 of 2, presented by Barrett Values Centre, YouTube film, minute 8:33, 36:13 minutes duration, posted 17. December 2012

 

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Leaders leading a value-driven life change the company's culture.

  • Generally speaking, it's a leadership issue because the consciousness of the leaders is reflected in the culture of the organization. So if you want to improve the culture the leaders have to change or you have to change leaders. Once you've got these results you begin to see how to change because we can also map the values that the leaders by having the leaders go online and pick ten values of how they think they operate and having 15 people that they choose go online and say how they think this leaders operating. And when we compare the two against the levels of consciousness there's either a match or a mismatch. The mismatch might be that the leader sees himself up here and the people see him down here with a high level of personal entropy (values such as short-term focus, blame, and etc. etc.). Or it's the other way around where sometimes the employees, see the leader quite highly, but the leader hasn't really fully embodied that and sees himself operating like on average level. That's good news for the leader, yet they need to own up to it.
    Really, building a cohesive culture it all comes back to leaders, all comes back to the culture they create through the consciousness that they have. So, if you want to improve the cultural organization without changing the leaders then the leaders have to get involved in what I would call
    1. leading themselves,
    2. then learning how to lead a team,
    3. and then learning how to lead an organisation.
They have to work on themselves if they want to change the culture. Video interview with Richard Barrett, FRSA Interview with Richard Barrett on Trust and Values, recorded at Trust Conference, London, 31. July 2013, host Andrea Vadkerti, YouTube film, minute 11:33, 17:22 minutes duration, posted 3. June 2014

 

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Caring for the poor worldwide

  • Until the rich countries in the world are feeling the pain – which they are more and more – they won't come together to resolve the problems of humanity. And that's what we have to do. We need to recognize, as we do in a nation, that the nation can only move forward to the extent that you are able to care for the poorest people in that nation. And that's why we have taxation systems in order to care for those people. What we need is a similar mechanism at a global level. We don't really have that. If once we get that then we can lift the people in poor nations out the survival-relationship-self esteem levels, the basic needs levels, can lift them out of that level to the possibility of transformation and building society in that nation which becomes democratic. Video interview with Richard Barrett, FRSA Interview with Richard Barrett on Trust and Values, recorded at Trust Conference, London, 31. July 2013, host Andrea Vadkerti, YouTube film, minute 13:40, 17:22 minutes duration, posted 3. June 2014

 

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Fear, trust and democracy

Democracy Index: The top five democratic countries are Norway, Sweden, Iceland, Denmark, and New Zealand.

  • Not all democracies are successful. There are many graduations of democracies. If you look at the Economic Intelligence Unit, they have a system for measuring that. Currently the UK is like number nineteen and USA is number 21 in levels of democracy. The most democratic nation on the planet is Iceland. They are only 250,000 people who get together in the pub, where they work things out. […] As the level of fear goes down the level of democracy goes up. There's a direct relation between the level of fear and the level of democracy. The most democratic nations have populations which have the least fear. Video interview with Richard Barrett, FRSA Interview with Richard Barrett on Trust and Values, recorded at Trust Conference, London, 31. July 2013, host Andrea Vadkerti, YouTube film, minute 15:04, 17:22 minutes duration, posted 3. June 2014

 

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Most successful organizations

  • The most successful organizations are the ones that not just care about their employees and they care about their customers, they care about the environment and they care about the communities in which they live, and they care equally about them all. And when you make decisions which show that you care for all your stakeholders your stakeholders care about you, and that creates a successful company. Video interview with Richard Barrett, FRSA Interview with Richard Barrett on Trust and Values, recorded at Trust Conference, London, 31. July 2013, host Andrea Vadkerti, YouTube film, minute 16:42, 17:22 minutes duration, posted 3. June 2014

Zitate von anderen Quellen

Persönliche Bekenntnisse

Quotes by various other sources

Personal avowals

Englische Texte – English tables by Richard Barrett

Stages of psychological development – Richard Barrett

Maturing along the seven stages of life – 10 years each
༺༻Evolutionary·stageFocusExpressionAge
1.SurvivingSatisfactionStaying alive and healthy in the best possible conditions0-10
2.ConformingSatisfactionKeeping safe and secure by staying loyal to one's family, kin and culture10-20
3.DifferentiatingSuccessDistinguishing oneself from the crowd by honing one's skills and talents20-30
4.IndividuatingTransformationLetting go of the aspects of one's parental and cultural conditioning
that no longer serve oneself
30-40
5.SelfactualizingMeaningBecoming more fully who one is by leading a values- and purpose-driven life 40-50
6.IntegratingMeaningAligning with others who share the same values and purpose to create a better world50-60
7.ServingMeaningFulfilling one's destiny by caring for the well-being of humanity and/or the planet60-70
Source: ► Video dialogue with Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the
evolution of leadership and human values in business and society, Evolutionary Coaching, the Power of Trust, and High Trust Cultures, presented by Barrett Values Centre, host Michelle Clarke, US American social entrepreneur, executive coach,
YouTube film, 48:26 minutes duration, posted 15. April 2014

Seven levels of personal consciousness – Richard Barrett

Seven chakras – seven levels of consciousness
Level
Chakra
OrientationFocusModusself
Self
Healthy motivationUnderlying anxiety
Location of process
1.Self‐interest
Defiency mode
SurvivalHavingEgoFeeling secure and safe in the worldFeeling not being safe or secure and not having enough
2.Self‐interest
Defiency mode
RelationshipDoingEgoFeeling a sense of love and belongingFeeling not being accepted and not being loved
3.Self‐interest
Defiency mode
Self‐esteemBeingEgoFeeling a sense of personal self‐worthFeeling not being respected and not being enough
4.Personal authority
Individuation
TransformationBecomingEgo
Soul
Becoming and uncovering one's authentic self by aligning ego with soulInternal
5.Meaning and purpose
Growth mode
Internal cohesionHavingSoulFinding meaning in one's life by aligning with one's passion or purpose, creating a vision for one's futureInternal
6.Meaning and purpose
Growth mode
Making a differenceDoingSoulActualizing one's sense of purpose by cooperating with others for mutual benefit and fulfillmentExternal
7.Meaning and purpose
Growth mode
ServiceBeingSoulDevoting one's life to self‐less service in pursuit of one's passion or purpose and visionExternal
Source: ► Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the
evolution of leadership and human values in business and society, The Seven Levels of Personal Consciousness,
PDF, first presented in Business & Economics, S. 248-252, 2006

Individual, human, organisational, and societal stages of development – Richard Barrett

Corresponding evolutionary stages of human development
StageIndividual
consciousness
Human
consciousness
Organisational
consciousness
Societal
consciousness
1.SurvivingSurvivalFinancial stability
Control, corruption, greed, caution, short-term focus
Bands
2.ConformingSafetyBelonging
Manipulation, blame, internal competition, empire building
Tribes
3.DifferentiatingPower (domination)High performance
Bureaucracy, complacency, silo-mentality, hierarchy
States
4.IndividuatingRighteousnessContinuous renewal and learningNations
5.SelfactualizingEconomic growthBuilding corporate communityCohesive nations
6.IntegratingDemocracyStrategic alliances and partnershipsRegional groupings
7.ServingHuman wellbeingService to humanity and the planetGlobal grouping
Sources featuring Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society
► Video presentation The Evoluotion of Consciousness: Next Steps, 2012 BVC International Conference, part 1 of 2, presented by Barrett Values Centre, YouTube film, minute 5:29, 20:21 and 28:23 and 36:13 minutes duration, posted 17. December 2012
► Video presentation A Compass for Navigating Cultural Transformations, Building Capacity for Sustainable Transformations conference, sponsored by Italian Asterys s.r.l., Rome, 7. June 2012, YouTube film, minute 31:41, 48:33 minutes duration, posted 29. October

Models of leadership, value creation and democracy – Richard Barrett

Seven states of consciousness to create a high-trust liberal/electorial democracy
From freedom to trust, from I to We – Evolutionary stages of 20 mapped democratic nations
The sequence of values that determine the quality of democracy are as follows:
StepStageFocusLegendThemeLegendSpiral Dynamics
Color level
1.Stage·1Survival
Personal Mastery
Internal stabilityFreedomFreedom from survival needs
Freedom of expression and fear
Survival
Basic needs

Beige meme
2.Stage·1Relationship
Personal Mastery
External equilibriumEqualityGender, racial, and income equality are the key to building trust.Family/Tribe
Ingroup think

Purple meme
3.Stage·1Self-esteem
Personal Mastery
Balancing outer powerAccountabilityPractice of "responsible freedom"
Personal responsibility of leaders is eminent. Two party politics is a stifling blame game.
Power / Red meme
Authority / Blue meme
Status / Orange meme
4.Stage·2Internal cohesion
Transformation
Flow
Turning point
► Common good
Fairness
Moral integrity
Basis of justice and positive value consciousness
Reduction of elitism
Moral integrity of leaders is the new platform for justice.
Relativistic personalistic pluralistic multiplistic-complex communitarian egalitarian
Green meme
5.Stage·2Internal cohesion
Field flow
External stabilityOpenness
Defenselessness
Full spectrum leadership
Shared vision and shared values.
Leaders disclose themselves and their motivations to the public, encouraging a participatory multilog among all stakeholders.
Integral sensing
Teal meme
6.Stage·3External cohesion
Making a difference
Field flow
Internal equilibriumTransparencyDocumented operation availed to public scrutinyIntegral sensing
Teal meme
7.Stage·3External cohesion
Service
Field flow
Expressing ubiquitous powerTRUSTExtended to a trustworthy leadership team Coherence / Holonic mode
Turquoise meme

 

Ladder of Democracy
⇒ 1. Independence/Freedom ⇒ 2. Equality ⇒ 3. Accountability
⇒ 4. Fairness/Moral integrity
⇒ 5. Openness ⇒ 6. Transparency ⇒ 7. TRUST

 

See also: ► Spiral Dynamics Consciousness model  – according to Ken Wilber's terminology / color scheme

 

Video sources featuring with Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society
► [*]Video interview Love, Fear and the Destiny of Nations – The Future of Western Civilisation No. 23 (MP3), presented by Dr. Nicholoas Beecroft, British consultant psychiatrist, YouTube film, 1:27:17 duration, posted 11. April 2012
► Vimeo video presentation Measuring Conscious Cultures and Conscious Leadership, presented by 4th Annual International Conference on Conscious Capitalism; Conscious Capitalism: Building a Flourishing Business on Love and Care, Bentley University, Waltham, Massachusetts, 22.-23. May 2012, 31:55 minutes duration, posted 22. June 2012
♦◊♦ Ken Wilber's AQAL model: Leaders need to walk the talk, live authentically. When the values of the leaders change their behavior changes alike which restructures the value system of the organisation and subsequently the behaviors of the whole organisation. Minute 25:21
♦◊♦ High cultural entropy in organisations/nations (41+%) ensues in very low engagement. When they are bigger than 51% fallouts of organisations/governments are imminent. (See Iceland, France, United States)
♦◊♦ 6. September 2008Iceland had 54% entropy due to issues of leadership (government). 2 weeks later the banks in Iceland went bancrupt. Re-elections voted out the existing government. Former Icelandic prime minister Geir Haarde was put on trial of charges of negligence over the 2008 financial crisis in March 2012. Minute 21:29
♦◊♦ November 2009Latvia had cultural entropy of 52%. A few months later government changed.1 Minute 29:33
♦◊♦ 1. May 2012France had the highest percentage of cultural entropy of all 15 assessed nations. President Sarkozy lost the elections on May 15, 2012. People are leaving France. Minute 30:00
♦◊♦ Staggering rates of cultural entropy were found in the United States year after year: 52% (2009), 54% (2010), 56% (2011). The most severe issue of conflict is the growing social inequality gap.2 Minute 31:34
► Video presentation Barrett Seven Levels and CTT Intro, presented by valuescentre, YouTube film, 7:10 minutes duration, posted 28. June 2012
► Video interview Forum on Organizational Culture – Building High Performance Values-Driven Organizations, sponsored by Integra and The Todd Thomas Institute for Values-Based Leadership, 3. November 2009, Toronto, YouTube film, 54:07 minutes duration, 2009

 

Literature by Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society
Love, Fear and the Destiny of Nations. The Impact of the Evolution of Human Consciousness on World Affairs, Fulfilling Books, 4. May 2012
Based on the Barrett Model, developed from Abraham Maslow's (1908-1970) Hierarchy of needs model, 1998
Liberating the Corporate Soul. Building a Visionary Organization, Butterworth-Heinemann, 1st edition 5. November 1998
Note: Three mantras displayed

 

Correspondences
Chakra level
Lower octave
Body – Linear world
Higher octave
Soul – Nonlinear realm
1. ∞ 7.Independence/FreedomIndividuationTrustInterdependence
2. ∞ 6.EqualityTransparency
3. ∞ 5.AccountabilityOpenness
4.∞4.FairnessMoral integrity

 

  • We've got an old leadership paradigm in place which comes from self-esteem consciousness. It's all about self-interest (ego/status) of the individual. We want people operating out of higher level of consciousness. We need openness, we don't need this hiding behind closed doors. Minute 32:25[*]

 

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Shift from I to we

  • We need a new leadership paradigm – it is a shift from I to we, from being best in the world to being best for the world. We need higher thinking people [leaders]. Minute 34:56[*]

 

  • The leaders you get represent the average level of consciousness of the nation. You get the leaders you deserve, basically. […] What we can do is eliviate poverty, minimize inequality, so the masses can individuate and self-actualize. That's really about the evolution of human consciousness. And if we do that in a nation we will gradually get better and better leaders.
    People always elect those people [i.e. leaders] who represent their average level of consciousness. What we need to do is to lift the average level of consciousness in the nation.
    We do that by minimizing inequality, by helping people grow and develop and getting to being able to meet their deficiency needs. That's what we see in the [relatively homogeneous] Scandinavian or Nordic countries. Guess what, they've have got coalition governments. People make informed decisions now.
    Minute 36:20[*]

 

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Leadership requirements in the new era of Integrity:

  • It's OK [for elected leaders] to have a shadow past. It's not OK to have a shadow present. […] Our leaders need to be more accountable for their own growth and .... ////////////
    If in the now you are living these indiscretions and you've have been elected by people that's not OK (with me).
    Minute 43:36[*]

 

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Authentic leadership induces cultural change.

  • If I'm committing as a leader I need to commit to my own leadership improvement. […] Cultural transformation begins with the personal transformation of the leaders because the culture of the organisation is a reflection of their leadership consciousness. […] Our leaders need to be more accountable for their own personal growth and development. Minute 46:15[*]

 

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Four pillars of Conscious Capitalism

  • [Paraphrased.] Four pillars of Conscious Capitalism
    1. Higher purpose of making money
    2. Equal consideration to all stake holders (employees, customers, shareholders, local community, society)
    3. Conscious leadership
    4. Conscious culture
Rajendra S. Sisodia, Ph.D., Indian US American professor of marketing, Bentley University, co-founder and chairman of the Conscious Capitalism Institute, founding member of the Conscious Capitalism movement, Jagdish N. Sheth, Ph.D. (*1938) Burmese-US American Charles H. Kellstadt professor of marketing, Goizueta Business School, Emory University, David B. Wolfe, US American customer behavior expert, author, Firms of Endearment. How World-Class Companies Profit from Passion and Purpose, Pearson Prentice Hall, 1st edition 10. February 2007
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Turning points: 1987-2012-2026

Leap from self-interest to altruism at the threshold of integrity

  • Life in its beginning is selfish. The core of that life energy is survival. In order to survive it has to get. The core of the ego is to get because it doesn’t have a source of energy within itself. The quality of the ego is primarily self-interest, up to consciousness level 200. At 200 there is a major change from selfishness to altruism. Interview with Dr. David R. Hawkins, Power vs. Force, presented by US magazine In Light Times, Kathryn M. Brinkley, November 2004

 

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Around four fifths of humanity are unable to live by the standard of integrity.

  • It is very immature to expect others to live up to one’s own standards or ideals. Let us not overlook that
    • the majority of people have no reason other than to ‘take what they can get’. Seventy-eight percent of the people on the planet calibrate below the level of Integrity at 200.
    • They are not committed to spiritual truth [LoC 500], which to them is fiction or idealistic nonsense.
Fairness, consideration, honesty, and ethics do not prevail at consciousness levels below 200. When they do, it is the exception rather than the rule.

 

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Evolutionary stages of moral development

  1. At the lowest levels of the evolution of consciousness, right versus wrong is equated primarily at the animal level of gain versus loss.
  2. At another level, the motive becomes fear of negative consequences, including guilt.
  3. As consciousness progresses, the motives for behavior include social approval, self-acceptance, and self-esteem.
  4. This then merges into the level at 200 of integrity and moral responsibility [LoC 200+-275-290-475].
As this occurs, we speak of character formation and self-respect. Dr. David R. Hawkins, I. Reality and Subjectivity, S. 208, 2003

 

 

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Shoulding, expectations, and projections don't work.

  • It is unrealistic as well as eventually injurious to believe that other people "should" adopt and live by one's own personal standards, morals, and code of conduct as well as interpretation of reality. Projected moralism is always expressed as "should" and often leads to resentment, hatred, grudges, or even retaliatory vengeance – and, of course, war (such as the naïve American view that all other nations "should" be democracies). One can, by choice, reject the temptation to habitual judgementalism. The result is a great inner peace. Dr. David R. Hawkins, Along the Path to Enlightenment. 365 Reflections from David R. Hawkins, edited by Scott Jeffrey, S. 85, Reflection of June 6th, January 2011

Journey from freedom to trust – Richard Barrett

Seven values to create a high-trust liberal democracy
A sequence of values that determine the quality of democracy are
the basis of the evolutionary stages of 20 mapped democratic nations.
༺༻༺♦◊♦༻ModeFocusFocus 2ThemeLegend
1.Stage·1DeficiencySurvival
Personal mastery
Internal stabilityFreedom 
2.Stage·1DeficiencyRelationship
Personal mastery
External equilibriumEquality 
3.Stage·1DeficiencySelf-esteem
Personal mastery
Power aspectAccountabilityPractice of "responsible freedom"
Personal responsibility of leaders
4.Stage·2CongruencyTurning point
Common good
Internal cohesionFairness
Justice
Moral integrity of leaders
5.Stage·2GrowthCommon goodInternal cohesionOpennessTo a participatory multilog of stakeholders
6.Stage·3GrowthCommon goodExternal cohesionTransparencyDocumentation availed to public scrutiny
7.Stage·3GrowthCommon goodExternal cohesionTRUSTInto a trustworthy leadership team

 

Source: ► Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the
evolution of leadership and human values in business and society, Love, Fear and the Destiny of Nations.
The Impact of the Evolution of Human Consciousness on World Affairs
, Fulfilling Books, 4. May 2012
Based on the Barrett Model, developed from Abraham Maslow's Hierarchy of Needs, 1998

Evolution of consciousness, values, leadership, and group culture – Richard Barrett

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Leadership creates culture.

 

Seven stages of evolution of consciousness, values and leadership
༺༻Seven levels of consciousnessFalse belief༺༻Leadership type
1.SurvivalI don't have enough.1.Crisis director
2.RelationshipBonding / Belonging to
in relationships
I am not loved enough.2.Relationship manager
3.Self-esteemI am not enough.3.FacilitatorInfluencer
4.Transformation
Courage
Individuation
Allowing one's soul to
emerge in the world
Internal cohesion4.ManagerOrganizer
5.Finding meaningInternal cohesion5.IntegratorInspirer
6.Finding beauty
Making a difference
in the world
Alignment
with the natural order
External cohesion6.MentorPartner
7.ServiceExternal cohesion7.Wisdom leaderVisionary
Source: ► Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society
Barrett Models –––– Inspired by Abraham Maslow's Hierarchy of Needs, 1998

 

Five values of evolution of consciousness taking form
༺༻Value of evolutionEvolving consciousness[*]Evolving creation[*]
1.AdaptabilityBecoming viable and independent
within one's framework of existence
Atoms ⇒ molecules ⇒ cells
2.Continuous learning Group structures ⇒ organisms ⇒ creature (Homo sapiens)
3.Ability to bondBonding with other viable and independent entitiesIndividuals ⇒ nations ⇒ global cooperative
4.Ability to cooperateGroup structures cooperate
with each other to form
a higher group entity
 
5.Ability to be at ease with uncertainty  
[*] Source: ► Video interview with Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Love, Fear and the Destiny of Nations – The Future of Western Civilisation No. 23 (MP3), presented by Dr. Nicholoas Beecroft, British consultant psychiatrist, YouTube film, minute 11:11, 1:27:17 duration, posted 11. April 2012

Company's vision and mission

Vision and mission of UK Barrett Values Centre (Diagram)
༺༻Vision and missionFocus of operationDeclaration
1.Internal visionGlobeTo be a global resource for the evolution of consciousness
2.External visionSocietyTo create a values-driven society
3.Internal missionNetwork of agentsBuild a worldwide network of change agents
committed to cultural transformation
4.External missionLeadersSupport leaders in building values-driven organisations
References by Richard Barrett, FRSA  valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society
Culture & Vision, presented by Barrett Values Centre
Building a Values-Driven Organisation. A Whole System Approach to Cultural Transformation, S. 121-125, Butterworth-Heinemann, Boston, Routledge, 15. March 2006

 

Five elements of managing an organisation
༺༻Elements Description
1.VisionOne's destination
2.MissionOne's proposition to get to one's destination
3.StrategyOne's plan of action for the journey
4.TacticsOne's allocation of one's resources to tasks
5.GoalsOutcomes from management of one's tasks
References:Culture & Vision, presented by Barrett Values Centre

Englische Texte – English section on Richard Barrett

Definition and history of "social justice" movement

Social justice generally refers to the idea of creating a society or institution that is based on the principles of equality and solidarity, that understands and values human rights, and that recognizes the dignity of every human being.
The term and modern concept of "social justice" was coined by the Jesuit Luigi Taparelli in 1840 based on the teachings of St. Thomas Aquinas and given further exposure in 1848 by Antonio Rosmini-Serbati. The idea was elaborated by the moral theologian John A. Ryan, who initiated the concept of a living wage. Father Coughlin also used the term in his publications in the 1930s and the 1940s. It is a part of Catholic social teaching, Social Gospel from Episcopalians and is one of the Four Pillars of the Green Party upheld by green parties worldwide.
Social justice as a secular concept, distinct from religious teachings, emerged mainly in the late twentieth century, influenced primarily by philosopher John Rawls. Some tenets of social justice have been adopted by those on the left of the political spectrum.
According to Kent Van Til, the view that wealth has been taken from the poor by the rich implies that the redistribution of that wealth is more a matter of restitution than of theft.
Source: ► en.Wikipedia entry Christian views on poverty and wealth – Social justice [status 2013]

 

Brief history of "social justice"
DatePersonality
Catholic / Secular
Time frameSocial contributionLiterature
1759-1776Adam Smith
Scottish-American social and moral philosopher
1723-1790Pioneer developer of the classical political economicsThe Wealth of Nations, 1776
1840Luigi Taparelli
Italian Catholic Jesuit
1793-1862Developer of the term and modern concept of "social justice"Based on the teachings of Italian church father St. Thomas Aquinas (1225-1274)
1848
1849
Antonio Rosmini-Serbati
Italian Roman Catholic priest, philosopher
1797-1855Author further delving into the topicIndexed volume The Constitution of Social Justice, 1849
1906John A. Ryan
American Catholic professor of moral theology
1869-1945Social justice advocate, initiator of the concept of a living wage (minimum income)Doctoral dissertation A Living Wage, 1906
1930s/
1940s
Father Coughlin
Canadian-American Catholic priest
1891-1979Publicist on social justice, host a radio show on the topic, calling for monetary reforms, founder of National Union for Social Justice, 1934, silenced by Vatican, US bishops and FDR, US government
1971
Late 20th century
John Rawls
American political philosopher
1921-2002 Developer of the secular concept of social justice, distinct from religious teachingsA Theory of Justice, 1971
2006sRiane Eisler
Austrian-American macrohistorian, social scientist
*~1937 Caring EconomicsThe Real Wealth of Nations. Creating a Caring Economics, 2007
2010Richard Barrett
British leadership researcher
*1945Conscious CapitalismLove, Fear and the Destiny of Nations. The Impact of the Evolution of Human Consciousness on World Affairs, Fulfilling Books, 4. May 2012
See also: ► Incomplete timetable of paradigmal shifts

Decision making on beliefs ⇔ values

Decisions based on: beliefs embedded in stories vs. values embedded in narratives
Belief-based decision makingValues-based decision making
Acting from fear derived from past historyConsciously creating the future
Left-brained storyRight-brained narrative
Finite, self-contained, competitive modeOpen-ended, cooperative mode
Defined: Beginning, middle, resolution (end)Resolution inherent in unfolding process
Resolution to be determined

 

Latvia has 2.3 million inhabitants. In 2008 Latvia was in a worse situation financially, culturally and energetically than Iceland. The Barrett Values Centre procured a "Latvian National Values Assessment" which resulted in the governmental project Latvia 2030, a value-based long-term development plan.3
The native Latvians and the Russian immigrants – two factions with largely differing belief systems – did not get along with each other. Further value assessment found that the desired cultural values of both factions were almost exactly the same.

 

Latvia's promising new narrative is: "Our values matter.""Let's create values."

 

(↓)

Beliefs vs. values ◊ Fears vs. trust

  • Much of belief-based decision making is founded on our fears. And so we avoid doing things. Or we do things so we don't get hit or don't get hurt. It limits us.
    Value-based decision making, on the other hand, is about consciously creating the future we want to experience. If I want to experience trust in the future I am going to make this decision based on trust.
Video interview with Phil Clothier, British CEO of Barrett Values Centre, Phil Clothier – 'Consciousness in Business', presented by the British Conscious.TV, host Iain McNay, British chairman of the independent label Cherry Red Records, YouTube film, minute 46:10, 53:59 minutes duration, posted 11. February 2011

 

(↓)

Latvia: Building the first value-driven nation

  • What is so interesting is that this idea of engaging the people [of Latvia] in these values and building a values-driven nation is really what's driving them. This is the first time in modern European history that a country has said, 'we're going to build our policies on values and the values of the people and the values that the people want' rather than going to saying, 'we're going to get an education system from Australia and we are going to get a finance system from another country. They're saying, 'we really want to do this ourselves. And nobody has done it on values before. So that's what we're going to do.' Video interview with Phil Clothier, British CEO of Barrett Values Centre, Phil Clothier – 'Consciousness in Business', presented by the British Conscious.TV, host Iain McNay, British chairman of the independent label Cherry Red Records, YouTube film, minute 43:38, 53:59 minutes duration, posted 11. February 2011

 

Sources: Video interviews featuring the Barrett Values Centre
► Phil Clothier, British CEO of the Barrett Values Centre: Phil Clothier – 'Consciousness in Business', presented by the British Conscious.TV, host Iain McNay, British chairman of the independent label Cherry Red Records, YouTube film, minute 41:36-46:59, 53:59 minutes duration, posted 11. February 2011
► Phil Clothier, British CEO of the Barrett Values Centre: National Assessments and Banking and Latvia, YouTube film, 5:31 minutes duration, posted by BarrettValuesCentre 7. January 2010
Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Beliefs vs Values Decision Making, YouTube film, 2:00 minutes duration, posted by BarrettValuesCentre 23. October 2008
See also: ► Stories ⇔ narratives

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Links zum Thema Richard Barrett

Literatur

Literature (engl.)

Externe Weblinks

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External web links (engl.)


Audio- und Videolinks

Audio and video links (engl.) – Richard Barrett

  • Video interview with Richard Barrett, FRSA valuescentre.com (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Jeff Dunn, former US American president of CocaCola, Dawna Markova', neuroscientist, CEO consultant, Values Driven Organization, presented by CEO Leadership Summit, Costa Rica, YouTube film, 7:56 minutes duration, posted 4. May 2008

New emerging business paradigm

Evolution of Individual Consciousness: 1. Surviving ♦ 2. Conforming ♦ 3. Differentiating ♦ 4. Individuating ♦ 5. Self Actualizing ♦ 6. Integrating ♦ 7. Serving  Minute 20:21
Evolution of Societal Consciousness: 1. Bands ♦ 2. Tribes ♦ 3. States ♦ 4. Nations ♦ 5. Cohesive Nations ♦ 6. Regional Groupings ♦ 7. Global Grouping  Minute 28:23
Evolution of Human Consciousness: 1. Survival ♦ 2. Safety ♦ 3. Power (Domination) ♦ 4. Righteousness ♦ 5. Economic Growth ♦ 6. Democracy ♦ 7. Human Well Being  Minute 5:29

"America is a deeply disturbed country. It is not of democracy. It's been hijacked by the powerful elites."  Minute 8:33

 

Interne Links

Englisch Wiki

Hawkins

 

1 Video interview with Phil Clothier, British CEO of Barrett Values Centre, National Assessments and Banking and Latvia, YouTube film, 5:31 minutes duration, posted by BarrettValuesCentre 7. January 2010
Process and results of the Latvian National Values Assessment resulting in a Latvia 2030 development plan

2 Video presentation US National Values Assessment 2010, YouTube film, 7:47 minutes duration, posted by BarrettValuesCentre 28. June 2010

3 Latvia’s Sustainable Development Strategy 2030

 

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