Barret Values Summary

The SEVEN LEVELS OF CONSCIOUSNESS

 The model is an extension and adaptation of
Abraham Maslow’s Hierarchy of Human Needs.
 It provides a framework for understanding the
stages in the development of both individual
and group consciousness.
 The model covers both the internal dimensions
of consciousness ‐ our inner journey into
self‐knowledge and meaning, and the external
dimensions of consciousness – the gradual
expansion of our sense of identity in terms of
who and what we care about in our lives

 By1998, the model was complete and was
being used as the foundation of the Cultural
Transformation
Tools (CTT) to
map the values
of organizations,
and their
leaders.

1. Changed the
model from needs
to consciousness
2. Expanded the
concept of
self‐actualisation
3. Re‐labelled the
basic needs
4. Developed a way
of using the model
as a measurement
instrument

 Barrett realised that when people have
underlying anxieties or subconscious fears
about one of their basic needs, their
subconscious remains focused on that
need.
 For example, there are people who are never
satisfied with the amount of money they
earn, even though they are wealthy. These
people are not operating from need: they
are operating from survival consciousness

 Barrettexpanded the concept of
self‐actualisation by recognising this as a
four‐stage process.
1. Stage of Individuation: we establish a sense of
our own personal authority and our own voice
2. Stage of Internal Cohesion : we uncover the
transcendent meaning to our lives
3. Stage of Making a Difference: we are able to
actualise our sense of meaning by creating
positive change in the world.
4. Stage of Service: when making a difference
becomes a way of life.

 Barrett
changed the names of the basic
needs by grouping:
 ―physiological‖ and ―safety‖ needs into
Survival Consciousness
 re‐labelling ―love and belonging‖ as
Relationship Consciousness.

 Applications for Individuals
Seven Levels of Personal Consciousness (PDF)
Seven Levels of Human Motivation (PDF)
Seven Levels of Leadership Consciousness (PDF)

 Applications for Groups
Seven Levels of Organisational Consciousness
(PDF)
Seven Levels of Government/Municipal Agency
Consciousness (PDF)
Seven Levels of Non-Governmental Organisation
(NGO) Consciousness (PDF)
Seven Levels of Societal Consciousness (PDF)
Seven Levels of School Consciousness (PDF)
Seven Levels of Team Consciousness (PDF)

 Our values reflect what is important to us.
They are a shorthand way of describing our
individual and collective motivations.
Together with beliefs, they are the causal
factors that drive our decision-making.
 Values can be Positive or Potentially Limiting.
 Positive values are known as virtues. These are
the values that emanate from the soul. (honesty,
trust and accountability )
 Potentially limiting values emanate from the
conscious or subconscious fear-based beliefs of
the ego. (blame, revenge and manipulation)

 The behaviours associated with potentially limiting values
support the ego in meeting its needs.
 Blame is seen by the ego as a way of avoiding humiliation
 Revenge is seen by the ego as a way of getting even.
 Manipulation is seen by the ego as way of manoeuvring to get
its needs met.
 Personal mastery involves letting go of the ego’s limiting
values, and replacing them with the values (virtues) of the
soul.
 In order to let go of your limiting values you must learn how to
manage, master or eliminate your fear-based beliefs. When
the beliefs of your ego are out of alignment with the values of
the soul, you lack authenticity.
 The tool Leadership Values Assessment (LVA) measure this
lack of alignment and authenticity and calculate an
individual’s level of Personal Entropy.
 Personal entropy is the amount of fear-driven energy that a
person expresses in his or her day-to-day interactions with
other people.

 Humans have developed six ways of making
decisions:
 instincts subconscious beliefs, conscious beliefs,
values, intuition, and inspiration.
 Nowadays, it is normal for human beings to
grow up with the ability to utilize the first
three modes of decision-making.
 From an evolutionary perspective, values-
based decision-making, intuition-based decision-
making, and inspiration are still relatively new,
but are increasingly being used as more and
more people evolve to higher levels of
consciousness.

 For individuation and self-actualization. Values
allow us to transcend the belief structures of our
parental and cultural conditioning, so we can become
more fully who we are, and live a more authentic
life.
 For the institutionalization and development of
democracy around the world. Values allow us to
transcend our ethnic/cultural belief structures by
uniting us around shared basic human principles.
 Allows us to throw away our rule books. When a
group of people espouse an agreed set of values and
understand which behaviours support those values,
then you no longer need to rely on bureaucratic
procedures setting out what people should or should
not do in specific situations. All the rules reduce to
one—live the values.

 The Cultural Transformation Tools enable us to identify and map
the values of an individual, an organisation, a community or a
nation to the Seven Levels of Consciousness model.
Values Alignment: When we ask a group of people to pick ten
values that represent who they are, how their
organisation/community/nation operates (current culture), and
how they would like it to operate (desired culture) -- we are
able to measure the level of values alignment.
Example of Values Alignment

 Value Jumps: We can also measure which values in the current
culture people want to receive more prominence in the desired
culture. These are called values jumps. The values with the
highest value jumps--those with the biggest increase in votes are
the ones that should be given the most attention.
Example of Values Jump Analysis

The purpose of CTT is to support leaders in
building high-performance, values-driven
cultures that attract and keep talented
people and increase staff engagement.

 CTT provides leaders, consultants, and
coaches with one of the most detailed and
comprehensive cultural diagnostics and
values assessment instruments commercially
available.
 CTT surveys provide the input you need to
plan and manage your change initiatives,
your cultural transformation programmes,
your diversity interventions, your talent
management and leadership development
initiatives, and your customer feedback.

 Individuals, Teams, and Organisations - CTT can be used for
individual coaching, leadership development, organisational or
team transformation, and whole system change
 Short Survey - The CTT assessment instruments are available on-
line and require only 15-20 minutes to complete
 Customisable - The CTT assessment instruments can be
customised to the specific cultural and demographic needs of the
groups being surveyed
 Demographics - The richness of the survey data is determined by
the depth of demographic categories chosen. There is no limit to
the number of demographic categories you can choose
 Affordable - CTT is affordable for both small and large
organisations. Costs are based on the number of reports
requested, not the number of survey participants. Reduced fees
are available for developing countries and for primary and
secondary educational institutions
 Multiple Languages - The survey is currently available in multiple
languages or written dialects. Additional languages can easily be
added.
 Fast Turnaround - A Cultural Values Assessment typically goes
from survey initiation to reporting in two to four weeks

 There are two models that are used to
analyze the data collected by the CTT survey
instruments – the Seven Levels of
Consciousness Model (The Barrett Model),
and the Business Needs Scorecard (BNS).

The Business Needs Scorecard (BNS) is an adaptation of the Balanced
Scorecard developed by Kaplan and Norton.

Barret Values Summary

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