SpiritualWiki - RichardBarrett

Only by focusing on the greater good can we create the conditions which give us the opportunity to find our greatest personal success.
Richard Barrett, Evolutionary Coaching, May 2014

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Zitate zum Thema Richard Barrett

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Zitate von Richard Barrett

Persönliche Bekenntnisse

Wenn ich mich als Führungskraft engagiere, muss ich mich dafür einsetzen, meine eigene Führung zu verbessern. Kulturelle Transformation beginnt mit der persönlichen Umwandlung der Führungskräfte, denn die Organisationkultur
ist ein Spiegel ihres Führungsbewusstseins. Unsere Führungskräfte müssen mehr Verantwortung für ihr persönliches
Wachstum und ihre persönliche Entwicklung übernehmen.
Gelöschtes Audiointerview mit Richard Barrett, FRSA (*1945) britischer Gesellschaftskommentator, Vortragsredner, Autor zu The-
men der Führungskräfteentwicklung und Werten in Wirtschaft und Gesellschaft, Love, Fear and the Destiny of Nations – The Future of Western Civilisation [Liebe, Angst und das Schicksal der Nationen – Die Zukunft der westlichen Zivilisation], Nr. 23, MP3, präsentiert von Dr. Nicholoas Beecroft, britischer beratender Psychiater, YouTube Film, Minute 46:15, 1:27:17 Dauer, eingestellt 11. April 2012

Erstens müssen Führungskräfte verstehen, dass ihre Art der Führung, das Arbeitsklima erzeugt und somit den Haupt-
leistungsfaktor in ihrem Unternehmen darstellt. Sie müssen sich der persönlichen Transformation verpflichten und ihr
Führungsteam muss in der Lage sein, sich anpassen zu können.
Gelöschtes Interview Richard Barrett, FRSA (*1945) britischer Gesellschaftskommentator, Vortragsredner, Autor zu Themen der Füh-
rungskräfteentwicklung und Werten in Wirtschaft und Gesellschaft, Q&A With Richard Barrett: The Bottom Line Impact of a Cultural Transformation [Fragen und Antworten mit Richard Barrett: Der entscheidende Faktor bei der kulturellen Transformation], präsentiert von dem Podcast The Skouting Report, Gastgeber David Gebler, gesendet 24. Januar 2011

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Quotes by Richard Barrett

Personal avowals

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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 cons-
ciousness. […] Our leaders need to be more accountable for their own personal growth and development.
Removed audio interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leader-
ship 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 46:15, 1:27:17 duration, posted
11. April 2012

Appeal

Our business leaders must stop seeking to be the best in the world and start seeking to the best for the world.
Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The New Leadership Paradigm, S. 13, selfpublished via Lulu, 2010, paperback issue 9. January 2011

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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

[Paraphrased summary] 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

Removed audio interview with Richard Barrett, FRSA (*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 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 (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by the Italian company Asterys, 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

Values unite, whereas beliefs separate.
Video presentation by Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The Impor-
tance of Values in Decision Making, YouTube film, minute 6:08, 8:28 minutes duration, posted by BarrettValuesCentre 12. July 2010

First, leaders need to understand that it’s their leadership that creates the culture and is the principal driver of perfor-
mance in their company. They need to be committed to personal transformation and their leadership team needs to
be able to adapt.
Deleted interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Q&A With Richard Barrett: The Bottom Line Impact of a Cultural Transformation, presented by The Skouting Report, David Gebler, aired 24. January 2011

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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 (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, A Compass for Navigating Cultural Transformations, sponsored by the "Building Capacity for Sustainable Transformations" conference, Italian company Asterys, 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 (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by the Italian company Asterys, 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 (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Conscious Capitalism, sponsored by the Italian company Asterys, Rome, YouTube film, minute 2:35,
3:15 minutes duration, posted 27. November 2012

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 (*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 high-
ly, 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

Richard Barrett

People trust you when you are genuine and authentic, not an imitation […]. You need to be who you are, not try to emu-
late somebody else […]. Leaders are defined by their unique life stories and the way they frame their stories.
Richard Barrett, FRSA (*1945), Evolutionary Coaching. A Values Based Approach to Unleashing Human Potential, selfpublished via Lulu, 20. May 2014

When you understand where you are in your development and what stage is coming up next, you can make choices that anticipate future challenges and thereby accelerate the pace of your development.
Richard Barrett, FRSA (*1945), Evolutionary Coaching. A Values Based Approach to Unleashing Human Potential, selfpublished via Lulu, 20. May 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

See also: ► Leadership

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Zitate von anderen Quellen

Persönliche Bekenntnisse

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Quotes by various other sources

Personal avowals

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Englische Texte – English tables by Richard Barrett

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Stages of psychological development – Richard Barrett

Maturing along the seven stages of life – 10 years each

༺༻	Evolutionary·stage	Focus	Expression	༺·Age·༻
1.	Surviving	Satisfaction	Staying alive and healthy in the best possible conditions	0-10
2.	Conforming	Satisfaction	Keeping safe and secure by staying loyal to one's family, kin and culture	10-20
3.	Differentiating	Success	Distinguishing oneself from the crowd by honing one's skills and talents	20-30

4.	Individuating	Transformation	Letting go of the aspects of one's parental and cultural conditioning that no longer serve oneself	30-40

5.	Selfactualizing	Meaning	Becoming more fully who one is by leading a values- and purpose-driven life	40-50
6.	Integrating	Meaning	Aligning with others who share the same values and purpose to create a better world	50-60
7.	Serving	Meaning	Fulfilling one's destiny by caring for the well-being of humanity and/or the planet	60-70

Source: ► Video dialogue with Richard Barrett, FRSA (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 the "Barrett Values Centre", host Michelle Clarke, US American social entrepreneur, executive coach, YouTube film, 48:26 minutes duration, posted 15. April 2014
See also: ► Maturity and ► Evolution of consciousness

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Seven levels of personal consciousness – Richard Barrett

Seven chakras – seven levels of consciousness

Level Chakra	Orientation	Focus	Modus	self Self	Healthy motivation	Underlying anxiety Location of process
1.	Self‐interest Defiency mode	Survival	Having	Ego	Feeling secure and safe in the world	Feeling not being safe or secure and not having enough
2.	Self‐interest Defiency mode	Relationship	Doing	Ego	Feeling a sense of love and belonging	Feeling not being accepted and not being loved
3.	Self‐interest Defiency mode	Self‐esteem	Being	Ego	Feeling a sense of personal self‐worth	Feeling not being respected and not being enough

4.	Personal authority Individuation	Transformation	Becoming	Ego Soul	Becoming and uncovering one's authentic self by aligning ego with soul	Internal

5.	Meaning and purpose Growth mode	Internal cohesion	Having	Soul	Finding meaning in one's life by aligning with one's passion or purpose, creating a vision for one's future	Internal
6.	Meaning and purpose Growth mode	Making a difference	Doing	Soul	Actualizing one's sense of purpose by cooperating with others for mutual benefit and fulfillment	External
7.	Meaning and purpose Growth mode	Service	Being	Soul	Devoting one's life to self‐less service in pursuit of one's passion or purpose and vision	External

Source: ► Richard Barrett, FRSA (*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

See also: ► Step models

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

Corresponding evolutionary stages of human development

༺༻	Individual consciousness	Human consciousness	Organisational consciousness	Societal consciousness
1.	Surviving	Survival	Financial stability Control, corruption, greed, caution, short-term focus	Bands
2.	Conforming	Safety	Belonging Manipulation, blame, internal competition, empire building	Tribes
3.	Differentiating	Power (domination)	High performance Bureaucracy, complacency, silo-mentality, hierarchy	States

4.	Individuating	Righteousness	Continuous renewal and learning	Nations

5.	Selfactualizing	Economic growth	Building corporate community	Cohesive nations
6.	Integrating	Democracy	Strategic alliances and partnerships	Regional groupings
7.	Serving	Human wellbeing	Service to humanity and the planet	Global grouping

Sources featuring Richard Barrett, FRSA (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 the "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*, presented at the "Building Capacity for Sustainable Transformations" conference, sponsored by the Italian company Asterys, Rome, 7. June 2012, YouTube film, minute 31:41, 48:33 minutes duration, posted 29. October
See also: ► Evolution of consciousness and ► Politics

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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:

༺༻	LoC Hawkins	Focus	Legend	Theme	Legend	Spiral Dynamics Color level
1. Stage 1	Below 200 Deficiency	Survival Personal Mastery	Internal stability	Freedom	Freedom from survival needs Freedom of expression and fear	Survival Basic needs Beige meme
2. Stage 1	Below 200 Deficiency	Relationship Personal Mastery	External equilibrium	Equality	Gender, racial, and income equality are the key to building trust.	Family/Tribe Ingroup think Purple meme
3. Stage 1	Below 200 Deficiency	Self-esteem Personal Mastery	Balancing outer power	Accountability	Practice 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 2	200 threshold echoed in 500 threshold	Internal 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 2	Above 200 Growth	Internal cohesion Field flow	External stability	Openness 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 3	Above 200 425 Growth	External cohesion Making a difference Field flow	Internal equilibrium	Transparency	Documented operation availed to public scrutiny	Integral sensing Teal meme
7. Stage 3	Above 200 250+ Growth	External cohesion Service Field flow	Expressing ubiquitous power	TRUST	Extended 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

Correspondences Chakra level	Smaller octave – Body – Linear world		Wider octave – Soul – Nonlinear realm
1. ∞ 7.	Independence/Freedom	Individuation	Trust	Interdependence
2. ∞ 6.	Equality		Transparency
3. ∞ 5.	Accountability		Openness
4.∞4.	Fairness		Moral integrity

Video sources featuring with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership
and human values in business and society
► [*]Removed audio interview with Richard Barrett, FRSA (*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, pre-
sented by Dr. Nicholoas Beecroft, British consultant psychiatrist, YouTube film, 1:27:17 duration, posted 11. April 2012
► Vimeo video interview 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 2008 – Iceland had 54% entropy due to issues of leadership (government). 2 weeks later the banks in Iceland went bankrupt.
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 2009 – Latvia had cultural entropy of 52%. A few months later government changed.¹ Minute 29:33
♦◊♦ 1. May 2012 – France 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,
7:06 minutes duration, posted 25. July 2019

Literature by Richard Barrett, FRSA (*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

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.
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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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.

༺༻	༺♦◊♦༻	Mode	Focus	Focus 2	Theme	Legend
1.	Stage·1	Deficiency	Survival Personal mastery	Internal stability	Freedom
2.	Stage·1	Deficiency	Relationship Personal mastery	External equilibrium	Equality
3.	Stage·1	Deficiency	Self-esteem Personal mastery	Power aspect	Accountability	Practice of "responsible freedom" Personal responsibility of leaders

4.	Stage·2	Congruency	Turning point Common good	Internal cohesion	Fairness Justice	Moral integrity of leaders
5.	Stage·2	Growth	Common good	Internal cohesion	Openness	To a participatory multilog of stakeholders

6.	Stage·3	Growth	Common good	External cohesion	Transparency	Documentation availed to public scrutiny
7.	Stage·3	Growth	Common good	External cohesion	TRUST	Into a trustworthy leadership team

Source: ► Richard Barrett, FRSA (*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

See also: ► Step models

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

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Leadership creates culture.

First, leaders need to understand that it's their leadership that creates the culture and is the principal driver of performance in their company. They need to be committed to personal transformation and their leadership team needs to be able to adapt.
Interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership
and human values in business and society, Q&A With Richard Barrett: The Bottom Line Impact of a Cultural Transformation,
presented by The Skouting Report, host David Gebler, 24. January 2011

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Barrett Models –––– Inspired by Abraham Maslow's book Hierarchy of Needs, 1998

Seven stages of evolution of consciousness, values and leadership

༺༻	Seven levels of consciousness		False belief	༺༻	Leadership type
1.	Survival		I don't have enough.	1.	Crisis director
2.	Relationship	Bonding / Belonging to in relationships	I am not loved enough.	2.	Relationship manager
3.	Self-esteem		I am not enough.	3.	Facilitator	Influencer

4.	Transformation Courage	Individuation Allowing one's soul to emerge in the world	Internal cohesion	4.	Manager	Organizer
5.	Finding meaning		Internal cohesion	5.	Integrator	Inspirer

6.	Finding beauty Making a difference in the world	Alignment with the natural order	External cohesion	6.	Mentor	Partner
7.	Service		External cohesion	7.	Wisdom leader	Visionary

Source: ► Richard Barrett, FRSA (*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 evolution	Evolving consciousness[*]	Evolving creation[*]
1.	Adaptability	Becoming viable and independent within one's framework of existence	Atoms ⇒ molecules ⇒ cells
2.	Continuous learning		Group structures ⇒ organisms ⇒ creature (Homo sapiens)
3.	Ability to bond	Bonding with other viable and independent entities	Individuals ⇒ nations ⇒ global cooperative
4.	Ability to cooperate	Group structures cooperate with each other to form a higher group entity
5.	Ability to be at ease with uncertainty

[*] Source:
► Removed audio interview with Richard Barrett, FRSA (*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

See also: ► Culture and ► Politics and ► Consciousness and ► Dignity and ► Community

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Company's vision and mission

Vision and mission of UK Barrett Values Centre (Diagram)

༺༻	Vision and mission	Focus of operation	Declaration
1.	Internal vision	Globe	To be a global resource for the evolution of consciousness
2.	External vision	Society	To create a values-driven society
3.	Internal mission	Network of agents	Build a worldwide network of change agents committed to cultural transformation
4.	External mission	Leaders	Support leaders in building values-driven organisations

References by Richard Barrett, FRSA (*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.	Vision	One's destination
2.	Mission	One's proposition to get to one's destination
3.	Strategy	One's plan of action for the journey
4.	Tactics	One's allocation of one's resources to tasks
5.	Goals	Outcomes from management of one's tasks

References: ► Culture & Vision, presented by Barrett Values Centre

See also: ► Vision

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Englische Texte – English section on Richard Barrett

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Definition and history of the social justice movement

Social justice generally refers to the idea of creating a society or institution that is based on the principles of equa-
lity 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 Dr. 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"

Date	Personality Catholic·/· Secular	Time frame	Social contribution	Literature
1759-1776	Adam Smith Scottish-American social and moral philosopher	1723-1790	Pioneer developer of the classical political economics	*The Wealth of Nations*, 1776
1840	Luigi Taparelli Italian Catholic Jesuit	1793-1862	Developer 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	1797-1855	Author further delving into the topic	Indexed volume *The Constitution of Social Justice*, 1849
1906	John A. Ryan American Catholic professor of moral theology	1869-1945	Social 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	1891-1979	Publicist 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 teachings	*A Theory of Justice*, 1971
2006s	Riane Eisler Austrian-American macrohistorian, social scientist	*~1937	Caring Economics	*The Real Wealth of Nations. Creating a Caring Economics*, 2007
2010	Richard Barrett British leadership researcher	*1945	Conscious Capitalism	*Love, Fear and the Destiny of Nations. The Impact of the Evolution of Human Consciousness on World Affairs*, Fulfilling Books, 4. May 2012

See also: ► Justice and ► Incomplete timetable of paradigmal shifts

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Decision making on beliefs ⇔ values

Decisions based on: beliefs embedded in stories vs. values embedded in narratives

Belief-based decision making	Values-based decision making
Acting from fear derived from past history	Consciously creating the future
Left-brained story	Right-brained narrative
Finite, self-contained, competitive mode	Open-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."

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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

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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 28. April 2010
► Richard Barrett, FRSA (*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, 1:59 minutes duration,
posted by BarrettValuesCentre 12. July 2010

See also: ► Decision and ► Seventeen stories in life and ► Stories ⇔ narratives

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Literature (engl.)

Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Liberating the Corporate Soul. Building a Visionary Organization, Routledge, 1st edition 18. July 2011

The critical factors of successfully building a visionary organization, to liberate the corporate soul/mission are:
☛ the management team needs to commit to modeling the new values and behaviors.
☛ the new values are integrated into the structural incentives of the human resource processes of the organization.
☛ employees are led to psychological ownership of the company, i.e. they get involved in defining its mission, vision, and values,
objectives and targets.
☛ employees are supported in thinking like owners.
☛ responsibilities are assigned and structural mechanisms are developed to support innovation, learning, and cultural renewal.

Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, What My Soul Told Me. A Practical Guide to Soul Activation, Fulfilling Books, London, selfpublished via Lulu, 17. October 2012
Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The Metrics of Human Consciousness, Lulu Publishing Services, revised edition 2. January 2014
Richard Barrett, FRSA (*1945) British social commentator, speaker, author, Evolutionary Coaching. A Values Based Approach
to Unleashing Human Potential, Lulu Publishing Services, 20. May 2014

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Externe Weblinks

Wikipedia-Einträge

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External web links (engl.)

Wikipedia entries
Personalities Richard Barrett, FRSA

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Audio- und Videolinks

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Audio and video links (engl.) – Richard Barrett

Video interview with Richard Barrett, FRSA (*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

Video presentation by Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The Importance of Values in Decision Making, YouTube film, 8:28 minutes duration, posted by the BarrettValuesCentre 12. July 2010
Video interview with Richard Barrett, FRSA (*1945) former British value coordinator, World Bank, social commentator, speaker, author on the evolution of leadership and human values in business and society, The New Leadership – When I Becomes We, presented by the British Conscious.TV, host Iain McNay, British chairman of the independent label Cherry Red Records, YouTube film, 49:09 minutes duration, posted 18. July 2011
Video keynote presentation by Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Values, Culture and Consciousness, Fourth International Conference, Conscious Capitalism, sponsored by the Bentley University, Waltham, Massachusetts, 22. May 2012, YouTube film,
34:59 minutes duration, posted 14. June 2012
- Vimeo video interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution
  of leadership and human values in business and society, Measuring Conscious Cultures and Conscious Leadership, presented by the 4th Annual International Conference on Conscious Capitalism titled "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
Video presentation by Richard Barrett, FRSA (*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 the Italian company Asterys, Rome, 7. June 2012, YouTube film,
48:33 minutes duration, posted 29. October 2012
Video presentation by Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The Evoluotion of Consciousness: Next Steps, presented by Barrett Values Centre, YouTube film
- 2012 BVC International Conference, part 1 of 2, 36:13 minutes duration, posted 17. December 2012

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

2012 BVC International Conference, part 2 of 2, 35:34 minutes duration, posted 2 January 2013

Video interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, Interview with Richard Barrett on Trust and Values, recorded at Trust Conference, London, 31. July 2013, host Andrea Vadkerti, YouTube 17:22 minutes duration, posted 3. June 2014
Video presentation by Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, We Don't Have Souls – We Are Souls, sponsored by CTT International Conference, Stockholm, Sweden, 11.-13. June 2014, YouTube film, 24:03 minutes duration, posted by BarrettValuesCentre 26. August 2014
Video interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The Measuring of Human Consciousness, episode #119, presented by the Canadian Internet radio station Grimerica Talks, D-ron, YouTube film, 1:43:12 minutes duration, posted 4. June 2015
Video interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, The Conscious Business Blueprint, presented by The Conscious Business Blueprint, Kirsten Leigmann, YouTube film, 51:28 minutes duration, posted 13. May 2016
Video interview with Richard Barrett, FRSA (*1945) British social commentator, speaker, author on the evolution of leadership and human values in business and society, How to build a high performing values-driven organisation by Richard Barrett, presented by the Mile Madinah Institute, MILE Webinar, YouTube film, 1:05:59 duration, posted 11. July 2016

Linkless media offering

Removed audio interview with Richard Barrett, FRSA (*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, 1:27:17 duration, posted 11. April 2012

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Interne Links

Englisch Wiki

Hawkins

¹ Deleted 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, deleted YouTube film, 7:47 minutes duration, posted by BarrettValuesCentre 28. June 2010 ⇑

³ Latvia's Sustainable Development Strategy 2030, presented by the UNESCO, undated ⇑

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