Centers for Spiritual Living: Assessment Dialog For Councils & the Field. August 12, 2014

Transcription

1 Centers for Spiritual Living: Assessment Dialog For Councils & the Field August 12, 2014

2 Today s Agenda 1. Welcome and Invocation 2. How We Got Here 3. Assessment Results Summary 4. Reflection & Dialog 5. Next Steps and Call To Action

3 Culture Journey So Far 1. Merger creates need for culture integration 2. 1 st draft culture plan created 3. Culture assessment executed 4. Now: report and dialog 5. Next?

4 The way we say we get things done Goals, vision, mission, espoused values, structures, policies, processes, procedures, services/products, behaviors The way we really get things done Ideas, historic patterns, lived values, attitudes, unconscious beliefs, assumptions, perceptions, feelings, fears, personality styles, leadership styles, stories, myths, group norms

5 Why this Assessment? How does our culture stack up against high-performing cultures? What are the sources of cultural entropy (dysfunction) that limit our organizational effectiveness? What are the levers we can use to efficiently & consciously create our desired culture? Used by thousands of organizations in more than 60 countries. Certified consultants

6 Needs to Consciousness Self-Actualization Know and Understand Abraham Maslow Self-esteem Love & Belonging Safety Physiological Richard Barrett N e e d s C o n s c i o u s n e s s

7 Stages in the Development of Organisational Consciousness Positive Focus/ Excessive Focus Service Making a Difference Internal Cohesion Transformation Self-Esteem US WE SERVICE TO HUMANITY Long-term view. Future generations. Ethics. Compassion. COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY Strategic alliances. Employee fulfillment. Environmental stewardship. DEVELOPMENT OF ORGANISATIONAL COMMUNITY Commitment. Enthusiasm. Trust. Shared vision and values. CONTINUOUS RENEWAL Accountability. Adaptability. Innovation. Continuous Improvement. Employee Participation. Delegation. BEING THE BEST. BEST PRACTICE Pride in Performance. Productivity. Efficiency. Systems. Processes. Arrogance. Bureaucracy. Complacency. Status. Power. Relationship Survival ME RELATIONSHIPS THAT SUPPORT COMPANY NEEDS Loyalty. Open Communication. Customer Satisfaction. Manipulation. Blame. Internal Competition. FINANCIAL VIABILITY & EMPLOYEE SAFETY Financial stability. Employee health and safety. Exploitation. Over-control. Greed.

8 Collective Individual Culture Alignment Journey How Can We Change Our Culture? What must I challenge Interior and be willing to change within myself? How do can Exterior I model new behaviors and values that are being asked for? What current supporting structures, processes, habits & practices are hindering us? What new supporting structures, processes, practices could help take us where we want to go?

9 Culture Alignment Journey

10 3250 Total Respondents 19 Leaders take individual values assessments. Their results are the leaders data being presented. 23 Home office staff take the anonymous group values assessment. Their results are the staff data being presented Overall take the anonymous values assessment. Their results are the overall data being presented Laity take the anonymous values assessment. Their results are the laity data being presented. 13 Centers commission a report for their home centers. Their data is being shared within their community.

11 A Tale of Two Perspectives It was the best of times It was the worst of times Happy home Centers & laity Many values matches Little fear A bit of entropy & room for improvement Accountability & Financial Health & Prosperity top desired new values Unhappy staff and frustrated leaders Few values matches High levels of fear Serious situation needing decisive action Accountability & Financial Health & Prosperity top desired new values

12 Why The Dramatic Differences? Laity s Perspective Laity isn t invested in the historical rift or CSL organizational operations. People generally love their experience at their individual Centers. People love the philosophy and vision of the organization. Many survey respondents attend well-run, successful Centers. Leader/Staff Perspective Many ministers and leaders are still in pain over the split and integration status. A classic shadow culture is evident - the shadow of entropy dissipates the farther you move away from the leadership/home office. This is where ministers and leaders feel they can safely voice their discomfort and pain. Secondary ego needs are not being met and override primary soul needs. The organizational structures do not match (or serve) the philosophy. The organizational structure is confusing. There is confusion over the internal mission of the organization. The organization is going through a particularly rocky point-in-time. There are voices of concern over management capability and fit.

13 Entropy by Grouping Entropy : A measure of wasted energy, dysfunction, toxicity 41%+. Critical situation requiring leadership changes to avoid organizational failure. 31%-40%. Serious situation requiring immediate leadership intervention and changes. 11%-20%. Some problems requiring careful monitoring. 0-10%. Healthy functioning.

14 Overall Results 3250 Total Respondents People are able to bring themselves to their CSL communities + 5 values matches The overall culture is on the right track +4 values matches No limiting values in top 10 This group does not operate from fear 13% total votes for entropy- Some room for improvement Accountability and Financial Health & Prosperity top 2 new desired values

15 Centers for Spiritual Living: Overall Group (3250) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= love (R) education (O) accountability (R) Matches PV - CC 5 CC - DC 4 PV - DC 4 Cultural Entropy: Current Culture 13% compassion integrity caring spiritual living (R) (I) (R) (I) well-being (physical/ (I) emotional/ mental/ spiritual) creativity humor/ fun (I) (I) personal growth 939 4(I) positive attitude 939 5(I) spiritual living love diversity compassion community service (I) (R) 857 4(R) 805 7(R) 772 6(S) positive attitude 754 5(I) continuous improvement humor/ fun coaching/ mentoring service to others 749 4(O) 719 5(O) 672 6(R) 672 7(S) financial health and prosperity continuous improvement love education integrity spiritual living open communication community collaboration creativity (O) 881 4(O) 878 4(R) 823 4(O) 805 5(I) 800 5(I) 758 2(R) 716 6(O) 716 5(I) Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) I = Individual R = Relationship O = Organizational S = Societal Copyright 2014 Barrett Values Centre Values Plot August 21, 2014

16 Laity Results 2237 Laity Respondents People are able to bring themselves to their CSL communities + 5 values matches Excellent, strong, healthy culture. +7 values matches Group does not operate from fear. No limiting values in top 10 10% total votes for entropy- Healthy, functioning culture. Accountability and Financial Health & Prosperity top 2 new desired values

17 Centers for Spiritual Living: Laity Member (2237) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= love 880 4(R) spiritual living 848 5(I) accountability 741 4(R) Matches PV - CC 5 CC - DC 7 PV - DC 4 Cultural Entropy: Current Culture 10% compassion caring well-being (physical/ emotional/ mental/ spiritual) (R) 818 2(R) 6(I) humor/ fun 729 5(I) integrity 720 5(I) positive attitude 709 5(I) spiritual living 705 5(I) creativity 702 5(I) personal growth 664 4(I) education love compassion diversity 842 4(O) 762 4(R) 643 7(R) 627 4(R) positive attitude 603 5(I) community service humor/ fun coaching/ mentoring continuous improvement 584 6(S) 541 5(O) 535 6(R) 533 4(O) financial health and prosperity continuous improvement love spiritual living education community service coaching/ mentoring integrity community collaboration 692 1(O) 640 4(O) 601 4(R) 596 5(I) 550 4(O) 521 6(S) 520 6(R) 510 5(I) 505 6(O) compassion 505 7(R) Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) I = Individual R = Relationship O = Organizational S = Societal Copyright 2014 Barrett Values Centre Values Plot August 21, 2014

18 Leader Results 19 Leader Respondents People are able to bring themselves to their CSL work. + 3 values matches Group is unhappy or frustrated, wants to see changes or take a new direction. +1 values matches Fear is a factor in how this group operates or is managed. 5 limiting values in top 10 39% total votes for entropy- Serious situation requiring immediate leadership intervention and changes. Accountability and Financial Health & Prosperity top 2 new desired values

19 Centers for Spiritual Living: CSL Leader (19) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=8-4-1 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= integrity 14 5(I) lack of resources (L) 14 1(O) accountability 12 4(R) Matches PV - CC 3 CC - DC 1 PV - DC 3 Cultural Entropy: Current Culture 39% commitment 9 5(I) spiritual living 9 5(I) making a difference 7 6(S) compassion 6 7(R) honesty 6 5(I) personal growth 6 4(I) accountability 5 4(R) clarity 5 5(I) inclusiveness 5 4(R) love 5 4(R) transformation and evolution 5 4(I) confusion (L) 9 3(O) diversity 8 4(R) education 8 4(O) spiritual living 8 5(I) bureaucracy (L) 7 3(O) commitment 7 5(I) caution (L) 6 1(I) hierarchy (L) 6 3(O) honoring all voices 5 2(R) love 5 4(R) strategic alliances 5 6(O) financial health and prosperity 9 1(O) future generations 7 7(S) integrity 7 5(I) mission focus 7 4(O) clarity 6 5(O) continuous improvement 6 4(O) education 6 4(O) excellence 6 3(I) innovation 6 4(O) leadership development 6 6(O) well-being (physical/ emotional/ mental/ spiritual) 5 6(I) Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) I = Individual R = Relationship O = Organizational S = Societal Copyright 2014 Barrett Values Centre Values Plot July 3, 2014

20 Staff Results 23 Staff Respondents People are somewhat able to bring themselves to work. + 1 values matches Group is unhappy or frustrated, wants to see changes or take a new direction. +0 values matches Fear is a factor in how this group operates or is managed. 10 limiting values in top 10 37% total votes for entropy- Serious situation requiring immediate leadership intervention and changes. Accountability and Financial Health & Prosperity top 2 new desired values

21 Centers for Spiritual Living: Home Office Staff (23) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= integrity 10 5(I) confusion (L) 11 3(O) accountability 16 4(R) Matches PV - CC 1 CC - DC 0 PV - DC 1 Cultural Entropy: Current Culture 37% compassion 9 7(R) creativity 9 5(I) honesty 8 5(I) humor/ fun 8 5(I) love 8 4(R) positive attitude 8 5(I) balance (home/work) 7 4(I) caring 7 2(R) diversity 9 4(R) control (L) 7 1(R) lack of resources (L) 7 1(O) spiritual living 7 5(I) commitment 6 5(I) hierarchy (L) 6 3(O) lack of transparency (L) 6 2(R) balance (home/work) 5 4(O) financial health and prosperity 9 1(O) community collaboration 7 6(O) continuous improvement 7 4(O) integrity 7 5(I) teamwork 7 4(R) ethics 6 7(O) trust 6 5(R) independence 7 4(I) bureaucracy (L) 5 3(O) respect 7 2(R) information hoarding (L) 5 3(R) well-being (physical/ emotional/ mental/ spiritual) 7 6(I) internal competition (L) 5 2(R) long hours (L) 5 3(O) manipulation (L) 5 2(R) Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) I = Individual R = Relationship O = Organizational S = Societal Copyright 2014 Barrett Values Centre Values Plot July 17, 2014

22 Centers for Spiritual Living: Office Staff - Leadership Cultural Entropy Report This depicts the number of potentially limiting values per level in the Current Culture that were chosen by the survey participants. These represent all the potentially limiting values that were chosen and so may not be included in the top ten values on the Values Plot. Potentially limiting values are found only at levels 1, 2 and 3. This is a reflection of the degree of disorder within a system. Level Potentially Limiting Values Home Office (Votes) Cultural Entropy % Level Potentially Limiting Values Leaders (Votes) Cultural Entropy % 3 confusion (11) hierarchy (6) bureaucracy (5) information hoarding (5) long hours (5) silo mentality (2) 15% of total votes 3 confusion (9) bureaucracy (7) hierarchy (6) long hours (4) silo mentality (4) information hoarding (1) 16% of total votes 2 lack of transparency (6) internal competition (5) manipulation (5) blame (2) empire building (1) 8% of total votes 2 manipulation (3) blame (2) internal competition (2) lack of transparency (2) empire building (1) 5% of total votes 1 control (7) lack of resources (7) cost reduction (4) exploitation (4) short-term focus (4) suppressed feelings (4) caution (3) 14% of total votes 1 lack of resources (14) caution (6) suppressed feelings (4) control (3) short-term focus (3) cost reduction (2) exploitation (2) 18% of total votes Total 86 out of % of total votes Total 75 out of % of total votes Copyright 2014 Barrett Values Centre Cultural Entropy Table July 17, 2014

23 Centers for Spiritual Living: Office Staff - Leadership Values Jumps A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture. Current Culture Votes Desired Culture Votes Jump Current Culture Votes Desired Culture Votes Jump accountability financial health and prosperity community collaboration integrity trust clarity respect continuous improvement teamwork ethics long-term perspective transparency professional growth accountability financial health and prosperity integrity future generations clarity innovation leadership development open communication sustainable funding transformation and evolution Copyright 2014 Barrett Values Centre Values Jumps Table July 17, 2014

24 Centers for Spiritual Living Consciousness by Stage Positive Focus/ Excessive Focus Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival SERVICE TO HUMANITY Spiritual Living. Compassion. Wisdom, Service to Others COLLABORATION WITH CUSTOMERS & COMMUNITY Community Service, Leadership Development, Well-Being, Community Collaboration, Making a Difference, Coaching/Mentoring DEVELOPMENT OF ORGANISATIONAL COMMUNITY Integrity, Commitment. Creativity, Humor/Fun, Trust, Positive Attitude, Enthusiasm. CONTINUOUS RENEWAL Love, Accountability. Education. Continuous Improvement. Adaptability, Diversity, Personal Growth, Inclusiveness. Honesty, Responsibility, Empowerment, Transformation & Evolution BEING THE BEST. BEST PRACTICE Blind-spot (no top positive values) Confusion. Bureaucracy. Hierarchy. Information Hoarding, Long Hours, Silo Mentality RELATIONSHIPS THAT SUPPORT COMPANY NEEDS Honoring All Voices, Caring, Family, Friendship, Open Communication. Lack of Transparency. Blame. Internal Competition. FINANCIAL VIABILITY & EMPLOYEE SAFETY Financial Health & Prosperity Lack of Resources. Over-control. Cost Reduction, Suppressed Feelings, Caution, Short-Term Focus.

25 Are We Up To This Journey?

26 Strategic Approach Short Term: Take bold, decisive action to solve the current crisis at the home office and within leadership Long Term: Take consistent action to become the exemplar of a high consciousness Tier 2 Teal organization, as envisioned in the ODM while empowering and strengthening individual Centers Budget and plan demonstrating Financial Health and Prosperity Execute demonstrating Accountability and Open Communication at all levels * Read the 21 page CSL Culture Report 2014 document for complete details:

27 A 3 Year Horizon Desired outcomes of a focused 3 year plan: Create a healthy, vibrant home office workplace Expand CSL/SOM reach and impact Energize and empower people at all levels Help struggling Centers thrive Live CSL espoused values Better serve all stakeholders Realize the ODM vision of CSL as an organizational leading light

28 Create Education Programs A unique approach. Complete support. Self-funding. 1. Pilot Phase: Months 0 to 6. Turning the current culture around. All of the plan elements are introduced. Current leadership and home office staff is invited to participate in intensive transformation. 2. Beta Phase: Months Twofold focus: continue the work of transformation with pilot group, and begin rolling out formal offerings to targeted stakeholders. Determine the best way to structure and deliver the leadership development and conflict/shadow resolution programs at scale. Begin generating revenue. 3. Program Phase: Months Milestones include full-scale launch of programs to provide practical leadership skills and conflict/shadow resolution training for all CSL audiences. The work with the pilot group will also have progressed enough to begin offering a test program aimed at Centers interested in creating healthy vibrant communities by learning and applying the Tier 2 - Teal practices and processes.

29 Embracing Whole Self: Personal Freedom in Conflict & Shadow Productive conflict resolution Non-Violent Communication Eliminate limiting beliefs & fears Aligning misaligned parts of our selves: Loving our inner-critics Bring shadow & blind-spots to the light of acceptance Love and accept our personal shadow in order to transform our ego parts into strong and valuable allies This program could evolve into a top revenue generating education program for laity and an in-demand skill-set for practitioners

30 Accountability through Coaching: A Better Way to Lead Adapted from: Whitmore, John. Coaching for Performance GROWing human potential and purpose. London: Nicholas Brealey Publishing, 4 th Edition This program could evolve into a top revenue generating education program for laity, practitioners & ministers

31 Leading from the 2nd Tier: High Consciousness Organizations in a New Paradigm 2 nd tier leadership principles and practices How to implement self-managing teams Built from the experience of the CSL transformation This would enhance ministerial education and meet a need expressed in survey free responses for community development training Alignment with the ODM vision

32 Hire expertise to fill gaps in capabilities and capacity Identifying and implementing culture and leadership development best practices Providing advanced capabilities and expertise in culture and leadership transformation Addressing internal blind-spots Providing unbiased mediation

33 Define and Communicate Mission & Vision Fill gaps, eliminate confusion and create clarity Internal Vision: External Vision: Seems to be missing. To be a global religion? A resource for Ministers? Internal Mission: To provide spiritual tools for personal and global transformation. To co-create a world that works for everyone. External Mission: To awaken humanity to its spiritual magnificence. Who is providing? Ministers, practitioners, laity, all of the above? Also, are we just providing tools?

34 Dialog to Define and Communicate Values Simplify, create focus and meaning Identify values champions Engage in whole-system dialog Reduce the number of espoused values to provide more focus Include new focus on values identified in the assessment (accountability, financial health & prosperity etc.) Make the values meaningful by defining them with measurable, observable behaviors that everyone can understand

35 Evaluate Talent, Fit and Structures Answer the tough questions: Does current leadership have the talent and capabilities to turn the culture around? If not, what talents and capabilities need to be added? Should any leaders be released or reassigned? How can leadership structure be simplified? Does the current staff have the capabilities and talent to do the job that needs to be done? Should any staff be released or reassigned? How can staff structures be simplified? Are current leaders and staff willing to fully engage in personal and leadership development in order to learn to role model the healthy behaviors of the desired culture?

36 Strengthen Senior Team Cohesion Rebuild trust, develop as individuals and as a team Engage in a year long integrated program that includes: 1-1 executive coaching for top executives Team coaching Leadership and personal training and development (social - emotional intelligence, coaching for performance, managing conflict, etc.) Learning can and should involve wider leadership group

37 Designing and Implementing High Consciousness Tier 2 Teal * Structure and Practices Becoming the exemplar organization envisioned in the ODM This journey will take a minimum of 3 years to achieve: Self-Management developing practices within a system based on peer relationships Wholeness - developing a consistent set of practices that reclaim inner wholeness and bring all of who we are to what we do Evolutionary Purpose - key competencies for leading a living system that organically fulfills its purpose * See Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux, to fully understand Tier 2 Teal.

38 Answer questions for reflection individually Discuss answers honestly as a team, rally around champions Review detailed results, recommendations and proposal posted online Review suggested reading and resources Select expert partner(s) A Call to Bold Action Commit sufficient time and resources to your personal transformation plan Commit sufficient time and resources to an organization transformation plan

39 For Follow-Up See the complete set of reports, recommendations and data at: Executive summary Full set of data Our specific proposal For questions and comments Rev. John DePalma (407) Tom Rausch (614)

40 Appendix: Reflection Questions How can I help this organization demonstrate and encourage more accountability and teamwork to build trust? What does it mean to express financial health and prosperity? What behaviors could I point to describe it? What behaviors would demonstrate the opposite? What does integrity look like to me? To this organization? How would I know it when I see it? How I do to encourage and promote continuous improvement to evolve this organization to the next level? How can I engage in community collaboration to better serve our stakeholders? What structures and processes do not serve us well and how might we adopt new structures and processes that empower this staff to better serve our stakeholders? Which of the above approaches will do the most to reduce the fear and entropy in this organization?

41 Appendix: Reflection Questions How can the leaders of this organization demonstrate and instill more accountability? How can the leaders of this organization communicate clear direction with integrity, mission focus and clarity? How can the leaders of this organization demonstrate continuous improvement, education, innovation and leadership development to evolve this organization to the next level? What can this group do to reduce the fear and entropy in the way it operates? Does this group have blind-spots at the foundational levels and what will you do about them? Does this group have blind-spots in your focus on external stakeholders what will you do about it?

42 Appendix: Reflection Questions How can the staff and management of this organization demonstrate and encourage more accountability and teamwork to build trust? What does integrity look like to this staff? How can the staff of this organization implement continuous improvement to evolve this organization to the next level? How can the staff be empowered to engage in community collaboration to better serve our stakeholders? What structures and processes do not serve us well and how might we adopt new structures and processes that empower this staff to better serve our stakeholders? Which of the above approaches will do the most to reduce the fear and entropy in this organization?

43 Appendix: Integral best practices to create culture transformation