BVC RESOURCES
Access our resources used by thousands of organisations worldwide that have trusted BVC.
Explore the Barrett Model®
The Barrett Model® is the breakthrough work of Richard Barrett. Inspired by Abraham Maslow’s Hierarchy of Needs and tested over more than two decades of real-world experience with thousands of organisations, the model identifies the seven areas that comprise human motivations. These range from basic survival at one end, to service and concern for future generations at the other.
It provides a proven and extraordinarily useful map for understanding the values of your employees, leaders, and stakeholders. Even better, it offers a means for creating more supportive and productive relationships between them, and a deeper alignment of purpose across your organisation.
Barrett Values Centre’s Seven Levels of Consciousness services help an organisation’s leaders to grow and develop by learning to master seven specific levels of personal consciousness and seven specific levels of organisational consciousness. BVC also creates Seven Levels of Consciousness reports for organisations that guide them in assessing and comparing the leaders’ personal values, the organisation’s current values, and the organisation’s desired cultural values.
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Browse our collection of articles, written by the experts themselves.
7 Levels of Ethical Business Practice
Unethical or illegal behavior doesn’t exist in a vacuum. There are multi-layered cultural influences at play, whether conscious or not, that encourage such behavior. The job of promoting ethics cannot be left to the compliance or legal function alone. Instead, leadership across the organisation must cooperate in order to address the systemic factors in the culture that influence employees.
Cultures Created by Leadership Teams and Groups
Through our work, we have found that the level of consciousness of the leadership group is a significant factor in diagnosing the cultural issues of an organisation. Based on the thousands of surveys we have carried out, we have been able to develop some relatively hard and fast rules about organisational cultures and leadership groups.
Building a Winning Organisational Culture
This article focuses how to define organisational culture, and what you can do to improve it.To build a high-performing, values-driven organisation, you will need to develop a cultural transformation process that targets both the personal alignment of the leaders and the structural alignment of the organisation.
The Six Modes of Decision Making
Richard Barrett explains the six modes of decision-making in the framework of the Barrett Model®. These six modes of human decision-making are all evolutionary support systems that have evolved to protect the integrity of the body, the ego, and the soul. Each mode of decision-making is naturally tailored to enable us to handle increasing levels of complexity in the world around us and enhance our ability to respond.
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Why Culture Matters
A thriving organisational culture is increasingly recognised by both scholars and business leaders alike as instrumental to a thriving business.
Why Values Are Important
Every individual and every organisation is involved in making hundreds of decisions every day. The decisions we make are a reflection of our values and beliefs, and they are always directed towards a specific purpose. That purpose is the satisfaction of our individual or collective (organisational) needs.
Values vs. Beliefs
Values are intimately related to our needs: Whatever we need—whatever is important to us or what is missing from our lives—is what we value.
The Cultural Entropy® Score
The Cultural Entropy score reveals the degree of dysfunction (friction and frustration) in an organisation that is generated by the self-serving, fear-based actions of the leaders. As the Cultural Entropy score increases, the level of trust and internal cohesion decreases.