1. The New Leadership Paradigm
Building a Sustainable Future for Everyone
Richard Barrett
January 2012
www.valuescentre.com
www.valuescentre.com 1
www.valuescentre.com
3. A Crisis in Leadership
John Kotter, Harvard Business School
After conducting fourteen formal studies and more
than a thousand interviews, directly observing dozens
of executives in action, and compiling innumerable
surveys, I am completely convinced that most
organisations today lack the leadership they
need.
John P. Kotter and James L. Heskett, Corporate Culture and
Performance (New York: The Free Press, 1992).
3
4. A Crisis in Leadership
Shoshana Zuboff, Harvard Business School
I have come to believe that much of what my
colleagues and I taught has caused real
suffering, suppressed wealth creation, destabilized the
world economy, and accelerated the demise of the
20th century capitalism.
We managed to produce a generation of
managers and business professionals that is
deeply mistrusted and despised by a majority of
people in our society and around the world. This
is a terrible failure.
Shoshana Zuboff, ―The Old Solutions Have Become the New
Problems,‖ Business Week, Viewpoint, July 2, 2009.
4
5. A Crisis in Leadership
Bill George, Harvard Business School
An enormous vacuum in leadership exists today—in
business, politics, government, education, religion, and
nonprofit organizations. Yet there is no shortage of
people with the capacity for leadership.
The problem is we have a wrongheaded notion of
what constitutes a leader, driven by an obsession
with leaders at the top.
Bill George, True North: Discover Your Authentic Leadership
(San Francisco: Jossey-Bass, 2007).
5
6. A Crisis in Leadership
Bill George, Harvard Business School
Every successful business leader has to
make the shift from ―I‖ to ―we.‖
Bill George, True North: Discover Your Authentic Leadership
(San Francisco: Jossey-Bass, 2007).
6
8. Global Sustainability Issues
Global Pollution
Global Terrorism Energy
Economy Resilience
Natural
Pandemics
Disasters
The significant problems
we face cannot be solved
at the same level of
thinking that created them.
Climate Species
Change Extinction
Water Food
Shortages Poverty Waste Resilience
Reduction Disposal
8
9. The Sustainability Challenge
The problems of existence have become
global but the decision-making structures
we have for dealing with them
are national.
We cannot move forward without a
high degree of global cooperation.
9
10. A New Leadership Paradigm
The paradigm that divides the
world into the social
sector, the private sector, and
the governmental sector
is not working.
Private It creates artificial barriers.
Sector We are each a constituent of
the problem, so we have to
combine our forces, our
Public Social efforts, and our competencies.
Sector Sector
Tex Gunning, Unilever, Best
Foods Asia
10
11. Sustainability and the New Leadership Paradigm
Our Business Leaders need to recognise that:
Business is a wholly owned subsidiary of society, and society
is wholly owned subsidiary of the environment.
If we lose our environment and our life-support systems,
our society will perish.
If we lose our society, we will lose our economy and
our businesses will perish too.
11
12. A New Leadership Paradigm
WE NEED A NEW LEADERSHIP PARADIGM
A shift in focus from “I” to “we”
A shift from self-interest to the common good
A shift from being the best in the world
to the best for the world.
12
13. A New Leadership Paradigm
Ultimately, the problems of existence we
face are issues of consciousness.
We will only get beyond this stage of our
collective evolution if we can put aside our
narrow self-interest, focus on the whole
system, and build a values-driven framework of
policies that support the common good.
Richard Barrett, The New Leadership Paradigm, 2011
13
14. The Good News
For the first time in human history we have
the possibility of making the evolution of
consciousness, conscious.
Why now? Because we can measure
it, both at a personal, organizational and
national level.
And if you can measure it,
you can manage it.
Richard Barrett, The New Leadership Paradigm, 2011
14
15. Models and Tools for Personal and Cultural Transformation
Organisational Implementing Cultural
Growth and Transformation.
Transformation. Eight Years Experience
Measuring of Measuring Personal
Consciousness by and Organisational
Mapping Values Consciousness and
Exploring Whole
System Change
1998
2006 15
16. Origins of the Cultural Transformation Tools
Self Actualization
Growth Needs
When these needs are fulfilled they
do not go away, they engender
deeper levels of motivation and
Know and commitment.
Understand
Abraham Maslow Self-esteem Deficiency Needs
An individual gains no
Love & Belonging sense of lasting
satisfaction from being
able to meet these
Safety needs, but feels a sense
of anxiety if these needs
Physiological are not met.
16
17. Maslow‘s Needs to Barrett‘s Consciousness
Self-Actualization
Know and
Know and
Understand
Understand
Abraham Maslow
Self-esteem Richard Barrett
Love & Belonging
Safety
Physiological
Needs Consciousness
17
18. Maslow‘s Needs to Barrett‘s Consciousness
1. Expansion of self-actualization
Know and
Know and into multiple levels.
Understand
Understand
2. Substitute ‗states of
consciousness‘
Self-esteem for hierarchy of needs.
Love & Belonging
3. Each state of consciousness
is defined by specific values
Safety
and behaviours.
Physiological
Needs Consciousness
18
19. Stages in the Development of Personal Consciousness
Positive Focus / Excessive Focus
Service to Humanity and the Planet
Devoting your life in self-less service
Service to your purpose and vision
Collaborating with Partners
Making a difference Working with others to make a positive difference
by actively implementing your purpose and vision
Finding Personal Meaning
Internal Cohesion Uncovering your sense of purpose and creating
a vision for the future you want to create
Personal Growth
Transformation Understanding your deepest motivations, experiencing
responsible freedom by letting go of your fears
Self-worth
Self-esteem Feeling a positive sense of pride in self
and ability to manage your life. Power, status
Belonging
Relationship Feeling a personal sense of belonging, feeling loved
by self and others. Being liked, blame
Financial Security & Safety
Survival Creating a safe secure environment for self
and significant others. Control, greed
19
20. Stages in the Development of Organisational Consciousness
Positive Focus / Excessive Focus
Service To Humanity And The Planet
Social responsibility, future generations, long-term
Service perspective, ethics, compassion, humility
Strategic Alliances and Partnerships
Environmental awareness, community
Making a difference involvement, employee
fulfillment, coaching/mentoring
Building Corporate Community
Internal Cohesion Shared values, vision, commitment, integrity,
trust, passion, creativity, openness, transparency
Continuous Renewal and Learning
Transformation Accountability, adaptability, empowerment, teamwor
k, goals orientation, personal growth
High Performance
Self-esteem Systems, processes, quality, best practices,
pride in performance. Bureaucracy, complacency
Belonging
Relationship Loyalty, open communication, customer satisfaction,
friendship. Manipulation, blame
Financial Stability
Survival Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
20
21. Personal Values
Pick ten values/behaviours that most reflect who you are, not
who you desired to become.
21
22. Current Culture Values
Pick ten values/behaviours that most reflect how your
organisation currently operates.
22
23. Desired Culture Values
Pick ten values/behaviours that, in your opinion, are essential for
your organisation to achieve its highest performance.
23
24. Placement of Values by Level
Current Culture 100 Employees
Service
Top Ten Values
1. tradition (L) (59)
Making a difference
2. diversity (54)
Internal Cohesion
6 3. control (L) (53)
4. goals orientation (46)
Transformation 2 4 5
5. knowledge (43)
Self-esteem 6. creativity (42)
7 8
7. productivity (37)
Relationship 10
10 1 8. image (L) (36)
9. profit (36)
9 3
Survival 10. open communication (31)
24
25. Distribution of Values by Level
Current Culture 100 Employees
Service 7
Making a difference 6
Internal Cohesion 5
Transformation 4
Cultural
Self-esteem 3 Entropy
Relationship 2 11%
1
Survival
25
26. Engineering and Projects Company (339) What
employees
believe is
Personal Values Current Culture Values Desired Culture Values
necessary
Level 7
for the
Level 6
The values that company
are Level 5
important to to achieve
employees in
Level 4 its full
their personal
Level 3
potential
lives.
Level 2
Level 1
IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-2-5-0 | IROS (L)= 1-1-1-0 IROS (P)= 1-3-6-0 | IROS (L)= 0-0-0-0
Matches 1. honesty 169 5(I) 1. continuous 111 4(O) 1. accountability 180 4(R)
2. accountability 165 4(R) improvement 2. customer 147 2(O)
PV - CC 1
CC - DC 4 2. customer 111 2(O) satisfaction
PV - DC 2 3. commitment 150 5(I)
satisfaction 3. continuous 143 4(O)
4. continuous learning 92 4(I)
Health 3. safety conscious 102 1(O) improvement
Index (PL)
5. balance (home/work) 91 4(I)
4. cost reduction 88 1(O) 4. employee development 111 4(O)
6. family 91 2(R)
PV: 10-0 5. job insecurity (L) 77 1(O) 5. employee recognition 96 2(R)
CC: 7-3 7. self-discipline 91 1(I)
DC: 10-0 6. inconsistent (L) 75 3(I) 6. commitment 95 5(I)
8. responsibility 89 4(I)
7. teamwork 74 4(R) 7. inspirational leadership 95 6(O)
9. respect 81 2(R)
8. accountability 71 4(R) 8. employee fulfilment 94 6(O)
10. open communication 76 2(R)
9. blame (L) 71 2(R) 9. teamwork 90 4(R)
10. corporate image 64 3(O) 10. professionalism 80 3(O)
How employees experience the company - What is
Black Underline = PV & CC working well? What is undermining the sustainability Individual
Orange = CC & DC P = Positive L = Potentially Limiting I= O = Organizational
Orange = PV, CC & DC Blue = PV & DC
of the company.
(white circle) R = Relationship S = Societal
Values Plot Copyright 2011 Barrett Values Centre February 2011
26
27. Engineering and Projects Company (339)
Personal Current Culture Desired Culture
Values Values Values
6% 5% 5%
7 7 7
C
8% 9% 13%
6 6 6
Common Good
24% 11% 19%
5 5 5
T
21% 20% 27%
Transformation 4 4 4
17% 14% 16%
3 1% 3 12%
3 0%
Self Interest S 2 1%
12%
2
8%
5%
2 1%
12%
9% 10% 6%
1 1% 1 6%
1 1%
0% 20% 40% 0% 20% 40% 0% 20% 40%
Total number of CTS = 38-21-41 CTS = 25-20-55 CTS = 37-27-36
votes for all Entropy = 3% Entropy = 23% Entropy = 2%
values at each
level C = Common Good Positive Values
T = Transformation Cultural Entropy Potentially Limiting
S = Self-Interest
% of Votes for Values
Values Distribution Limiting Values
Copyright 2011 Barrett Values Centre February 2011
40. What Evolution can teach us
about the
New Leadership Paradigm
• Three Universal Principles
• Five Characteristics/Strategies
• Six Levels of Decision Making
40
41. What is Evolution?
Evolution: The continually unfolding ability
to respond to increasingly complex life conditions.
At each stage of evolution – from
atoms, to cells, to creatures – there
was not only an expansion in
awareness, but also an expansion
in the range of possible reactions or
responses that an entity could
make to changes in its internal or
external environment.
An increase in external complexity
demanded an increase in
internal complexity
41
42. The Universal Stages of Evolution
From the Big Bang … to the Present Day
Stage 1
Entities learn how to become
viable and independent in their
frameworks of existence.
Stage 2
As life conditions become more
complex, viable independent
entities bond with each other to
create a group structures.
Stage 3
Viable independent group
structures then cooperate with
each other to form a higher
order entity.
Energy Atoms Molecules Cells Organisms Creatures Homo sapiens
42
43. The Universal Stages of Evolution
Homo sapiens Nations Humanity
Levels of Being
Eukaryotic cell Organisms Creatures
Carbon atom Molecules Cells
Big Bang: Particles/waves of information existing in a quantum energy field.
Evolution
Stage 3:
Stage 1: Stage 2:
Viable
Entities learn how As life conditions
independent group
to become viable become more
structures then
and independent complex, viable
cooperate with
in their independent
each other to form
frameworks of entities bond with
a higher order
existence. each other to
entity.
create a group
structures.
43
44. The Human Body
Stage 1: Cells are viable
independent entities that know
what to do to maintain internal
stability and external equilibrium
Stage 2: Cells bonded together
to form group structures called
organs.
Stage 3: Organs cooperate with
each other to form a higher order
entity.
YOU!
44
45. The New Leadership Paradigm
Learning System
More than a Book... And also ...
A Leadership A Manual for
Development Personal Evolutionary
Learning System for the Coaching
21st Century Leader
45
46. Development as ...
When Evolution produced Homo Sapiens the arrow of evolution
shifted from physical evolution to consciousness evolution.
Development as the Evolution of
Human Consciousness
Richard Barrett
46
47. Human Evolution
Human
Consciousness Stages of
STAGE 3: EXTERNAL COHESION
(World Views) Evolution Cooperating to form a higher order entity
Stage 3
Evolution
Stage 2 STAGE 2: INTERNAL COHESION
Bonding to form a group structure
Stage 1
STAGE 1: PERSONAL MASTERY
Becoming viable and independent
in your framework of existence
47
48. Leading Yourself
If you can’t lead yourself, then you will
not be able to lead others
If you can’t lead others, then you will not
be able to lead an organisation
If you can’t lead an organisation, then
you will not be able to lead a
community or a nation
48
49. Stages of Leadership Development
Leading an
Leading Self Leading a Team Organisation
Stage 3: Stage 3: Stage 3:
External Cohesion External Cohesion External Cohesion
Cooperating with other Cooperating with other Cooperating with other
individuals who share the Teams who share the Organizations who share
same values and mission same values and vision the same values and
to leverage impact vision
Stage 2: Stage 2: Stage 2:
Internal Cohesion Internal Cohesion Internal Cohesion
Evolution
Aligning the motivations Aligning the motivations Aligning the motivations
of the Ego with the Soul of Team members with of Staff members with
(bonding) to become an the mission of the Team the vision and values of
authentic individual for team alignment the Organization
Stage 1: Stage 1: Stage 1:
Personal Mastery Team Mastery Personal Mastery
Overcoming the fears of Overcoming the fears of Overcoming the fears of
the Ego to become viable individual Team members individual Staff members
and independent in your To minimize cultural to minimize cultural
framework of existence entropy entropy
49
50. Components of the New Leadership Paradigm
Learning System
The The
Book Multi-media
Web site The
Workbooks
and Journals
50
51. The Book
A Leadership
Development Text Book
for the 21st Century
Leader
(530 pages)
Part 1: Fundamentals
Part 2: Leading Self
Part 3: Leading Others
Part 4: Leading an Organisation
Part 5: Leading in Society
Part 6: Annexes
Annex 1: The Learning System
Annex 2: Cultural Transformation Tools
Annex 3: The Seven Levels of
Consciousness
51
52. The Web Site
A State-of-the-
Art, Multi-media,
Web site that is
constantly
updated based
on the feedback
of users and as
new articles,
videos, books
and other
materials
become
www.newleadershipparadigm.com available
52
53. The Journals/Workbooks
Leading Self
(43 Exercises)
Leading a Team
(28 Exercises)
Leading an
Organisation
(33 Exercises)
Leading in Society
(30 Exercises)
53
54. The Journals/Workbooks
Leading Self
Leading Others
Feedback Feedback
Loops Loops
Leading an Organisation Leading in Society
54
55. Who Will Be Using the Learning System?
• Consultants and Coaches who are supporting the next
generation of leaders
• Change agents and OD practitioners who are looking for new,
cost effective ways to make leadership training available to
large numbers of people in their organizations
• Universities and Business Schools searching for cutting-edge
training materials to support their undergraduate and mature
students
• Individuals who want to grow, develop and become all they
can become
55
57. Love, Fear and the Destiny of Nations
Volume 1: Volume 2:
The Impact of the Evolution of Building Successful
Consciousness on World Affairs Communities and Nations
Spring 2012 Winter 2012
57
58. National Values Assessments
Denmark Latvia Sweden Canada
Iceland Bhutan USA Belgium
Finland UK North West) Australia Brazil
Spain (Extremadura) Macedonia (Skopje) South Africa Switzerland
58
59. Stages in the Development of National Consciousness
Positive Focus / Excessive Focus
Global Sustainability
Human Rights, Future Generations,
Service
Ecological Resilience.
Strategic Alliances with Other Nations
Making a difference Regional Collaboration, Environmental Awareness,
Quality Of Life.
Strong Cohesive National Identity
Internal Cohesion Trust, Openness, Transparency, Shared Vision
and Values, Fairness.
Democratic Processes
Transformation Equality, Freedom of Speech, Consensus,
Adaptability, Accountability.
Institutional Effectiveness
Rule of Law, National Pride, Governmental
Self-esteem
Efficiency. Bureaucracy, Elitism, Power
Social Stability
Conflict Resolution, Racial Harmony, Rituals.
Relationship Discrimination, Intolerance
Economic Stability
Survival Prosperity. Health, Defense, Social Safety Nets.
Corruption, Greed, Violence
59
60. Cultural Entropy in Nations
0.7
63%
0.6 56%
53% 54%
51%
0.5 47% 48%
43% 44%
0.4
34%
32%
0.3 26%
21%
0.2
0.1 6%
0
Cultural entropy is a measure of the
dysfunction, anxiety and fear in a social system
60
61. Cultural Entropy in Nations Nations
Cultural Entropy Impacts in
Entropy Impact
< 10% Healthy Culture: This is a low and healthy level of cultural entropy.
11%-20% Minor Issues: This level of cultural entropy reflects some degree of dissatisfaction
requiring cultural or structural adjustment. It is important to reduce the level of
cultural entropy to improve individual and societal well-being.
21%-30% Significant Issues: This level of cultural entropy reflects potential unease and/or
social unrest within the population requiring immediate attention. It is important to
reduce the level of cultural entropy to improve individual and societal well-being.
31%-40% Serious Issues: This level of cultural entropy reflects unresolved issues among the
population that, if left unaddressed, could lead to demonstrations and create
conflicts requiring resolution. It is important to reduce the level of cultural entropy
to improve individual and societal well-being.
41%+ Critical Issues: This level of cultural entropy reflects endemic issues that could
lead to demonstrations, violent disorder and/or major financial disruption indicating
a need for change in policy and/or a change in government. It is important to
reduce the level of cultural entropy to improve individual and societal well-being.
61
71. Bhutan: Group (403)
Personal Values Current Culture Values Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 4-4-1 | IRS (L)= 1-0-0 IROS (P)= 1-0-8-2 | IROS (L)= 0-0-0-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0
Matches 1. friendship 180 2(R) 1. continuous improvement 195 4(O) 1. education 115 4(O)
PV - CC 1 2. continuous learning 160 4(I) 2. environmental 104 1(O) 2. continuous improvement 113 4(O)
CC - DC 6 protection
PV - DC 2 3. compassion 128 7(R) 3. freedom of speech 113 4(O)
3. strict moral/religious 104 3(O)
4. caution (L) 122 1(I) codes 4. economic growth 107 1(O)
Health
Index (PL)
4. political rights 102 3(O)
5. sincerity 121 5(I) 5. social justice 100 4(S)
PV: 9-1
CC: 11-0 5. education 100 4(O)
6. social justice 118 7(S) 6. contentment 93 5(I)
DC: 10-0
6. nature conservancy 91 6(S)
7. self-discipline 102 1(I) 7. environmental protection 89 1(O)
7. shared vision 90 5(O)
8. optimism 95 5(I) 8. compassion 83 7(R)
8. information availability 88 3(O)
9. helpfulness 94 2(R) 9. full employment 82 3(O)
9. shared values 88 5(O)
10. caring 92 2(R) 10. strict moral/religious 82 3(O)
codes
10. contentment 87 5(I)
11. social justice 87 4(S)
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
Values Plot Copyright 2009 Barrett Values Centre January 2009
72. Bhutan: Group (403)
Personal Current Culture Desired Culture
Values Values Values
14% 9% 11%
7 7 7
C
10% 10% 10%
6 6 6
25% 18% 17%
5 5 5
T
19% 32% 31%
4 4 4
10% 13% 12%
3 2% 3 1%
3 1%
S 2 1%
12%
2 1%
8%
2 1%
8%
5% 8% 8%
1 3% 1 2%
1 2%
0% 20% 40% 0% 20% 40% 0% 20% 40%
CTS = 49-19-32 CTS = 37-32-31 CTS = 38-31-31
Entropy = 6% Entropy = 4% Entropy = 4%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Values Distribution Copyright 2009 Barrett Values Centre January 2009
73. Canadian National Assessment: Group (1250)
Personal Values Current Culture Values Desired Culture Values
Level 7
Level 6
Level 5
Level 4
Level 3
Level 2
Level 1
IRS (P)= 5-5-0 | IRS (L)= 0-0-0 IROS (P)= 1-0-2-1 | IROS (L)= 1-1-4-0 IROS (P)= 0-1-5-4 | IROS (L)= 0-0-0-0
Matches 1. honesty 577 5(I) 1. bureaucracy (L) 471 3(O) 1. accountability 511 4(R)
PV - CC 0 2. family 481 2(R) 2. human rights 444 7(S) 2. caring for the elderly 461 4(S)
CC - DC 1
PV - DC 0
3. caring 436 2(R) 3. freedom of speech 375 4(O) 3. affordable housing 450 1(O)
Health 4. humor/fun 427 5(I) 4. wasted resources (L) 371 3(O) 4. effective healthcare 400 1(O)
Index
(PL) 5. respect 371 2(R) 5. unemployment (L) 304 1(O) 5. caring for the 377 4(S)
disadvantaged
PV: 10-0
CC: 4-6 6. friendship 360 2(R) 6. crime/violence (L) 299 1(R)
DC: 10-0 6. concern for future 356 7(S)
7. responsibility 353 4(I) 7. law enforcement 284 3(O) generations
8. positive attitude 324 5(I) 8. corruption (L) 274 1(O) 7. poverty reduction 342 1(O)
9. trust 322 5(R) 9. uncertainty about the 272 1(I) 8. employment opportunities 337 1(O)
future (L)
10. patience 313 5(I) 9. human rights 320 7(S)
10. quality of life 259 6(I)
10. governmental 317 3(O)
effectiveness
Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational
Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = Societal
Values Plot Copyright 2009 Barrett Values Centre May 2009
73
74. Canadian National Assessment: Group (1250)
Personal Current Culture Desired Culture
Values Values Values
15
8% 12%
7 7 7 %
15
C
7% 12%
6 6 6 %
29 12
6%
5 % 5 5 %
18 23
T
19%
4 % 4 4 %
10 12
10%
3 1%
% 3 3 2%
%
10%
17
S 2 2%
% 2
4%
6%
2
5%
1%
14
6% 6%
1 2% 1 1 2%
%
16%
0% 20% 40% 0% 20% 40% 0% 20% 40%
CTS = 44-18-38 CTS = 30-19-51 CTS = 42-23-35
Entropy = 5% Entropy = 32% Entropy = 5%
C = Common Good Positive Values
T = Transformation Potentially Limiting
S = Self-Interest
Values
Values Distribution Copyright 2009 Barrett Values Centre May 2009
75. Development as ...
Development as Economic Growth (GNP)
USA, Iceland, Canada
Development as Human Happiness (GNH)
Bhutan
Whatever you focus on and measure
is what you get.
75
76. Cultural Entropy and Fear
At any moment in time:
Cultural Entropy = RF + DNA F + SF + ∑PF
RF = Regime Fear
DNA F = Cultural DNA Fear
SF = Situational Fear
PF = Personal Fear
76
77. Cultural Fears Defined
There are three types of cultural fear:
a) Regime Fear
The fear that is generated in totalitarian or authoritarian
regimes that prevents people speaking the truth as they
see it, and expressing a voice of dissention.
b) Cultural “DNA” Fear
The fear that is based on the historical journey of an
ethnic group that is passed from one generation to the
next about meeting its deficiency needs.
Power – Distance, Individualism – Collectivism,
Masculinity – Femininity, Uncertainty Avoidance
c) Situational Fear
The fear that is generated by citizen‘s reactions to events
that destabilize the internal instability and external
disequilibrium of the nation.
77
78. Personal Fear Defined
Personal fear has two components:
a) Quality of parental upbringing
The level of fear that we learn in our early years
within in our family environment about satisfying our
deficiency needs.
b) Cultural “DNA” Fear
The fear that is based on the historical journey of an
ethnic group that is passed from one generation to
the next about meeting its deficiency needs.
78
79. Level of Fear vs. Democracy Index
Authoritarian Pseudo- Electoral Liberal
Regime Democracy Democracy Democracy
350
300
250
Level of Fear
200
150
100
50
0
1 2 3 4 5 6 7 8 9 10
Democracy Index
79
80. Full Democracies (Liberal Democracies)
350
300
Level of Fear
250
200
150
100
50
0
8 8.5 9 9.5 10
Democracy Index
Denmark, Sweden, Norway, Netherlands, Finland, New
Zealand, Switzerland, Australia, Canada, Spain, Germany, Ireland, Belgium, Italy, USA, U
K, Greece, France, Portugal. 80
81. Democracy and Fear
The nations with the lowest levels of Cultural DNA fear tend to be:
a) Rich—they have achieved a level of per capita income that allows
people to satisfy their physiological deficiency needs.
b) Egalitarian—the people pay very little attention to race, gender or class
divisions.
c) Social Safety Nets: The people feel cared for and safe—they trust that
things will work out and are therefore at ease with uncertainty.
The nations with the highest levels of Cultural DNA fear tend to be:
a) Poor—they have a level of per capita income below $10,000 that does
not allow people to satisfy their physiological deficiency needs.
b) High Inequality—powerful elites and dominated masses.
c) The people do not feel safe. No Social Safety Nets.
81
82. The Level of Trust in Democracies
At one end of the democracy continuum we have nations with strong
fear-based cultures (pseudo-democracies), and at the other end of the
continuum we have nations with high trust-based cultures (liberal
democracies). We would expect therefore, to see that the nations with
the highest levels of democracy operate with the highest levels of trust.
350 10
300
9.5
250
Democracy Index
9
Level of Fear
200
150 8.5
100
8
50
0 7.5
0 20 40 60 80 0 20 40 60 80
Most People can be trusted (% agreeing) Most People can be trusted (% agreeing)
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83. Trust and Inequality
People are more likely to trust each other in societies where income
inequality is small, and less likely to trust each other where income
inequality is large. The highest levels of trust in the world are found
in the Nordic nations and the Netherlands.
Income Inequality
High
Low
0 10 20 30 40 50 60 70 80
Most People can be trusted (% agreeing)
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84. How do we reduce fear and increase trust?
Reducing Cultural Fear
1. Evolve into a liberal democracy. Becoming a
democracy begins to reduce the level of ―regime‖ fear.
2. Reduce the level of Cultural DNA Fear by satisfying
peoples‘ physiological and psychological deficiency
needs.
3. Reduce Inequality ... Increase trust
4. Manage and reduce the level of ―Situational‖ fears.
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85. How do we reduce fear and increase trust?
Reducing Personal Fear
1. Improve the quality of parenting (minimize learned fears
associated with satisfying deficiency needs).
The depth and intensity of our learned personal fears
depends on:
a) the level of cultural fear that is transmitted to us through our
parents and close relatives, and
b) the psychological evolution of our parents—the level of
individuation and self-actualization they have reached. The more
individuated and self-actualized they are, the less personal fears
we will assimilate during our childhood and teenage years.
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86. The Need for Global Governance
There comes a moment in the evolution
of every society when the complexity of
life conditions that are impacting its
survival become so overwhelming that it
is impossible for any leader, no matter
how intelligent, or any political party, no
matter how skilled, to fully control the
society’s future.
The only way to survive in such situations
is to work together with other societies for
the good of the whole. This has become
a fundamental and urgent requirement on
which the well-being of humanity now
depends.
Richard Barrett
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87. Getting to Global Governance
Stage 1:
Nations become viable and independent
democracies
Stage 2:
Nations bond together to form regional
group structures... Eg. European Union
Stage 3:
Regional Group Structures cooperate to
form a higher order entity – global
democratic governance
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