Cultural Development Process
THE CULTURAL DEVELOPMENT PROCESS
The Values Assessment Process
The assessment data is typically collected anonymously but using the names of the assessors is optional.
Survey participants log on to a password-protected website where they may be asked to choose from drop down lists of demographic categories. They are then asked to select:
- Ten values that represent who they are (personal values);
- Ten values that represent how their culture operates (current culture);
- Ten values that represent for them the elements necessary for their culture to achieve its highest performance and enable mission assurance.
The survey is typically open for one or two weeks. Reports are presented in English, while the diagnostic diagrams can be provided in any of the chosen survey languages. Questions may be added at the end of the survey with the following options: Free text, Yes/No, Multiple choice, and Likert scale. Responses to the questions are provided as raw data, categorized by demographic grouping.
Measuring Alignment & Dysfunction
The personal values chosen by participants are mapped to the Seven Level of Personal Consciousness. The current and desired culture values are mapped to the Seven Levels of Organizational Consciousness. Because the organizational template contains both positive values, such as trust, creativity and open communication, as well as potentially limiting values, such as bureaucracy, blame and control, it is possible to calculate the level of cultural entropy in the culture of the organization.
The values assessment also measures the degree of alignment between participants’ personal values and the current culture, as well as the current culture and desired culture. High performing cultures display low levels of entropy and strong values alignment.
Other indicators which are generated from the survey include: the ratio of positive to limiting values in the top ten values; the ratio of the individual, relationship, organizational, and societal values in the top ten values; and the Business Needs Scorecard which analyses the top ten current and desired culture values into six categories – Finance, Customers, Culture, Fitness (factors that impact speed, efficiency and productivity), Evolution (factors that impact the development of future products and services). Below is a diagram that illustrates the survey process.
A "Whole Systems Change Process" will be necessary if cultural entropy is a result of Legacy Leadership. Legacy Leadership show up as silos, bureaucracy, and hierarchy. Building cultural capital is described in the work of Richard Barrett in Liberating the Corporate Soul and Building a Values-Driven Organization. Our goal is to help your organization to move toward becoming a full-spectrum organization.
Below is a simplified version of whole system change process from the book titled "The New Leadership Paradigm" by Mr. Richard Barrett (p.373) of the Barrett Values Centre.