Building a values-driven organization : a whole system approach to cultural transformation

Abstract

Table of Contents Chapter 1 Introduction Background Whole System Change Implementing Whole System Change 2 The Seven Levels of Consciousness Model The Seven Levels of Personal Consciousness The Seven Levels of Group Consciousness 3 The Cultural Transformation ToolsSM The Seven Levels of Organizational Consciousness Full-Spectrum Consciousness 4 Mapping the Values of Organizations Values Plot Values Distribution Distribution of Positive Values CTS Chart Business Needs Scorecard Other Examples of the Use of the CTT Assessment Instruments Conclusions 5 Mapping the Values of Individuals Individual Values Assessments Conclusions 6 Merging Cultures - The Importance of the Values of the Leadership Group The Merger of Company A and Company B The Merger of Department A and Department B The Values of the Leadership Group 7 Leadership Development - The Key to Cultural Transformation The Seven Levels of Leadership Consciousness Full-Spectrum Consciousness How Do Leaders Become Full-Spectrum? Leadership Values Assessments 8 Whole System Change - The Context for Cultural Transformation The Integral Model Common Mistakes Cultural Entropy 9 The Framework for Whole System Change Preparation Phase Implementation Phase 10 The Importance of Values-Based Decision-Making The Four Vectors of Consciousness The Five Modes of Decision-Making Conclusions 11 Values-Management Group Performance Indicators Individual Performance Indicators Values-Management Software 12 Integrating Appreciative Inquiry 13 Integrating Resilience Baseline Resilience Diagnostic 14 Integrating the EFQM Excellence Model(R) The Emergence of Excellence in Europe Integrating EFQM and CT Tools Case Study: Facilities Directorate Sheffield Hallam University 15 New Leaders, New Change-Agents Values-Based Decision-Making New Leaders Master Practitioners of Whole System Change Annex 1: Resources and Contact Information

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