The document is a presentation on values development from a global perspective. It begins with greetings and an invitation to relax one's shoulders and breathe deeply. It then discusses taking time to slow down thoughts. The main purpose of life is said to be happiness as defined by living in love rather than fear. Values are described as the building blocks of culture. A number of positive and potentially limiting values are listed for both individuals and organizations. Culture is defined as the way things are done around here and is influenced by the values and behaviors of leaders. The document closes by noting the Dalai Lama's view that happiness is living in love rather than fear.

1. A Global Perspective on Values Developmentphil@valuescentre.com – January 2011

2. Hello my name is Phil, I am very happy to be here. Hej mitt namn är Phil, jag är mycket glad att vara här

3. I have a question for you..... Jag har en fråga till dig .....

4. If your email in-box is empty, your task list is complete, all your projects have come to successful conclusion, your relationships at home and at work are in great shape & you feel in a place of perfect peace and calm .... .......... please raise your hand. Om din email låda är tom, din åtgärdslista avklarad, alla dina projekt framgångsrikt genomförda, dina relationer hemma och på jobbet är på topp och du känner dig perfekt, lugn och i harmoni ....... ....... vänligen, räck upp din hand!

5. Me too Jag också

6. Relax your shoulders. Take a deep breath. Slappna av i axlarna. Ta ett djupt andetag.

7. Now we will take a few minutes to slow down our thoughts....... keep breathing Nu kommer vi att ta några minuter att sakta ner våra tankar ....... Fortsätt andas

10. The purpose of our lives is to be happy Happiness is the extent to which you live in love, as opposed to living in fear. Dalai Lama Phil Clothier

13. Values – The building blocks of culture

14. 1. client satisfaction 2. making a difference 3. integrity 4. teamwork 5. humour/fun 6. quality 7. ethics 8. financial stability 1. blame L 2. short term focus L 3. internal competition L 4. buck passing L 5. risk averse L 6. customer satisfaction 7. information hoarding L 8. profit What is culture? Talent Financial viability Excellence Ethics Resilience

15. 1. confusion (L) 2. blame (L) 3. manipulation (L) 4. power (L) 5. bureaucracy (L) 6. internal competition (L) 7. job insecurity (L) 8. information hoarding (L) 9. control (L) 10. exploitation (L) 11. hierarchy (L) 12. long hours (L) 1. partnerships 2. community involvement 3. customer focus 4. accessible to everyone 5. working together 6. bureaucracy (L) 7. public service ethic 8. making a difference 9. flexibility 10. achievement 11. environmental awareness What is culture? Cultural Entropy 18% Cultural Entropy 68% Government Departments

16. Values under Pressure

18. Iceland 2007 Entropy 54% August 2007

19. Latvia Latvia Government dissolved after failure to agree budget - 2007

21. Latvian and Russian Desired Culture Latvian desired culture Russian desired culture

22. title

23. The Value of Values Latvia Sustainable Development Strategy until 2030 http://www.latvija2030.lv/page/320

24. The Big Society All the managers and leaders [of the successful projects] aim to develop new services and policies with rather than for the people. Christian Bason, Mindlab, Denmark

25. Organisational transformation starts with the personal transformation of the leaders

26. It all starts with me

27. Values Beliefs & Behaviours 1) Choose three values that are important to you in your life 2) What are your beliefs that support these values 3) What behaviours do you exhibit that support these values Accountability Achievement Balance (home/work) Commitment Compassion Competence Continuous learning Cooperation Courage Creativity Enthusiasm Efficiency Ethics Excellence Fairness Family Financial gain Friendships Future generations Health Honesty Humor/fun Independence Integrity Initiative Intuition Making a difference Open communication Openness Personal fulfillment Personal growth Power Respect Responsibility Risk-taking Self-discipline Success Trust Wisdom

28. Värderingar, övertygelserochbeteenden 1) Välj tre värdeord i listan nedan som är viktiga för dig i ditt liv. 2) Vilka övertygelser har du som stödjer detta värdeord? 3) Vilkabeteendenuppvisar du somstödjerdettavärdeord? Ansvar Balans (hem/arbete) Effektivitet Ekonomisk vinning Engagemang Entusiasm Etik Excellens Familj Framgång Framtida generationer Göra skillnad/något betydelsefullt Humor/glädje Hälsa Initiativ Integritet Intuition Kompetens Kreativitet Makt Medkänsla Mod Personlig utveckling Prestation Respekt Risktagande Rättvisa Samarbete Självdisciplin Självförverkligande Självständighet Ständigt lärande Tillit och förtroende Vishet Vänskap Ärlighet Öppen kommunikation Öppenhet

29. Five Modes of Decision Making Six

30. Six Modes of Decision Making Your soul is calling. You need to do this! Inspiration Based on what wants to emerge. Tap into the collective unconscious Intuition Future orientation. Consciously creating the future. Values Based on past: Considered response. Pause between event and response. Conscious Beliefs Based on past: Learned reaction. Action precedes thought. Sub Conscious Beliefs Instincts Based on past: DNA encoded reaction. Action precedes thought.

31. Values Values- A shorthand method of describing our individual and collective motivations and what is important to us. Values can be positive or potentially limiting. Positive Values: trust, creativity, passion, honesty, integrity, clarity Potentially Limiting Values: power, blame, greed, status, being liked

32. Culture The way things are done around here The culture of an organisation or any group of individuals is a reflection of the values, beliefs and behaviours of leaders of the group.

33. Maslow’s Needs to Barrett’s Consciousness Self-Actualization Know and Understand Know and Understand Abraham Maslow Richard Barrett Self-esteem Love & Belonging Safety Physiological Needs Consciousness

34. 7 Levels of Organisational Consciousness Positive Focus / Excessive Focus Service To Humanity and the Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility Service Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfilment, coaching/mentoring Making a Difference Building Internal Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Internal Cohesion Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth Transformation High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Self-esteem Employee Recognition Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame Relationship Financial Stability Shareholder value, organisational growth, employee health, safety. Control, corruption, greed Survival

35. 7 Levels & Sustainability People - Society Service Planet - Environment Making a Difference Cultural Alignment Internal Cohesion Continuous renewal Transformation Organisational effectiveness Self-esteem Harmonious relationships Relationship Profit - Economic stability Survival

36. Where are you?

37. Survey Questions 1) Personal Values Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become. 2) Current NationalCulture Values Please select ten of the following values/behaviours that most reflect how your organisation currently operates. 3) Desired NationalCulture Values Please select ten of the following values/behaviours that you would desire for your organisation to achieve it's highest performance.

38. CBT Staff (154) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 PL= 10-0 | IRS (P)= 7-3-0 | IRS (L)= 0-0-0 PL= 4-6 | IROS (P)= 0-0-4-0 | IROS (L)= 1-0-5-0 PL= 10-0 | IROS (P)= 1-2-7-0 | IROS (L)= 0-0-0-0 Matches PV - CC 0 CC - DC 1 PV - DC 1 Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2008 Barrett Values Centre August 2008

40. Cost of Limiting Values Short-term Focus £3,489,818 Confusion £3,178,636 Bureaucracy (unnecessary) £1,799,618 Empire Building £1,764,682 Information Hoarding £1,634,045 Sickness and Leavers £834,225 Hierarchical £624,327 Long Hours £187,909 Total Entropy (potential business value) £13,504,261 Based on staff’s perception of lost productivity and opportunity. Annual income £33,000,000 and loss of £500,000 in 2000. Investment Leadership – Jim Ware’s book contains data showing the comparison between healthy and unhealthy cultures and bottom line performance.

41. Barrett Values Centre: Group (15) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IROS (P)= 3-1-7-1 | IROS (L)= 0-0-1-0 IROS (P)= 1-3-5-0 | IROS (L)= 0-0-0-0 IRS (P)= 4-1-1 | IRS (L)= 0-0-0 Matches PV - CC 3 CC - DC 6 PV - DC 2 Health Index (PL) PV: 6-0 CC: 12-1 DC: 9-0 Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright 2010 Barrett Values Centre December 2010

42. SALAR Story - Christine

43. Measurement Matters The Barrett Model 1998

44. Working with Whole the organisation Implementing Whole-System Change 2006

45. Cultural Evolution – Whole System Change Values Behaviors Personality Individual values and beliefs Character Individual behaviors Individual Personal Alignment Fredrik Reinfeldt Values Alignment Mission Alignment Collective Structural Alignment Culture Group values and beliefs Social Structures Group behaviors Sweden Thank you Ken Wilber

46. Organisational transformation starts with the personal transformation of the leaders

47. Seven Levels of Leadership Positive Focus/Excessive Focus Wisdom/ Visionary SERVICE TO HUMANITY Long –term perspective. Future generations. Ethics. COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY Strategic alliances. Employee fulfilment. Environmental stewardship. Mentor/ Partner DEVELOPMENT OF CORPORATE COMMUNITY Positive, creative corporate culture. Shared vision and values. Integrator/ Inspirer Facilitator/ Influencer CONTINUOUS RENEWAL Promotes learning and innovation. Team builder. Empowers others. Manager/ Organiser BEING THE BEST, BEST PRACTICE Productivity. Efficiency. Quality. Systems and processes. Bureaucracy. Complacency. Relationship Manager RELATIONSHIPS SUPPORTING CORPORATE NEEDS Good communication between employees, customers and suppliers. Manipulation. Blame. Crisis Director PURSUIT OF PROFIT & SHAREHOLDER VALUE Able to manage adversity. Directive. Willing to take charge. Exploitation. Over-control.

49. Why am I here?

50. What is my purpose?

52. Why are we here?

53. What is our purpose?

55. Underlying Fears that Drive Deficiency Needs Level 3 – I am not enough I do not have enough power, authority or respect to satisfy my need for self-esteem Level 2 – I am not loved enough I do not have enough love, caring, attention, etc, to satisfy my need for belonging Level 1 – I don’t have enough I do not have enough money, safety, protection, health, food, etc, to satisfy my need for survival

56. Cultural Evolution Begins with Personal Evolution The culture ofan organisationis a reflectionof the leadership consciousness. CVA Current Culture LV A Feedback 14 Assessors Cultural Entropy 38% Personal Entropy 64% PL= 1-10 | IROS (P)= 0-0-1-0 | IROS (L)= 2-4-4-0 PL = 1-9 | IRO (P) = 1-0-0 | IRO (L) = 1-8-0

57. Cultural Evolution Begins with Personal Evolution The culture ofan organisationis a reflectionof the leadershipconsciousness. CVA Current Culture LV A Feedback 27 Assessors PL= 12-0 | IROS (P)= 4-2-5-1 | IROS (L)= 0-0-0-0 Cultural Entropy 7% Personal Entropy 9% PL = 12-0 | IRO (P) = 9-1-2 | IRO (L) = 0-0-0

58. Democratising Leadership 2006

59. Book dedication Dedicated to My Mother Gwendoline Olive Barrett 1910 - 2010 ... and 15 Days

60. The New Leadership Paradigm A Shift from “I” to “We” Ultimately, the problems of existence that we collectively face are issues of personal consciousness, and the crisis we face is a crisis of leadership. We will only get beyond this stage of our collective evolution if we can put aside our narrow self-interests, focus on the whole system, and build a values-driven framework of policies that support the common good.

61. 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 MoleculesCells Organisms CreaturesHomo sapiens

62. Stage 3 External Cohesion: Viable independent group structures then cooperate with each other to form a higher order entity. Stage 2 Internal Cohesion: Viable independent entities then bondwith each other to create a group structure. Stage 1 Personal Mastery: An entity learns how to become viable and independent in its framework of existence. Framework of Evolution & The Barrett Model

63. Leadership Development Learning System The Journals and Workbooks The Web Site The Book

64. Full Spectrum Leadership (Self Assessment) http://www.valuescentre.com/resources/?sec=exercises

65. National Values Assessments

66. Stages in the Development of National Consciousness Excessive Focus Positive Focus / 7 6 5 4 3 Bureaucracy, Central Control, Elitism. 2 Inequality, Discrimination, Intolerance. 1 Corruption, Violence, Poverty, Greed.

67. National/Regional Values Assessments Denmark Latvia Sweden Canada Iceland Bhutan USA Belgium Australia UK North West) Brazil Finland Venezuela Argentina Macedonia (Skopje) Spain (Extremadura)

68. National Values Assessments: Outcomes Latvia 2030: Sustainable development strategy based on the values of the people. Highest planning document in Latvian Government Australia National Conversation: Corporations, Government NGOs and Citizens. Iceland National Assembly. 1300 citizens from voting register chosen to help government rebuild a values driven nation. Belgium Assessment under the Protection of the Royal Family. Politicians and mayors engaged in the dialogue with people.

69. Sverige 2010+ SVERIGE 2010+ STUDIE OM SVERIGES KULTUR OCH VÄRDEGRUND19 maj 2010 Sponsor av Sverige 2010+ corporate missions ab

70. Förra året gjorde vi Sverige 2009+, nu har vi Sverige 2010+ http://www.preera.se/preera/sv/sverigestudien

71. Stories of social measurement and change from around the world – continually updated blog To get a copy: http://bit.ly/eL9zQF

72. Survey Questions 1) Personal Values Please select ten of the following values/behaviours that most reflect who you are, not who you desire to become. 2) Current NationalCulture Values Please select ten of the following values/behaviours that most reflect how your society currently operates. 3) Desired NationalCulture Values Please select ten of the following values/behaviours that you would most like to see reflected in your nation.

73. Cultural Entropy: Risk Bands < 10% Prime: This a low level of entropy and augurs well for the future. 11%-20% Minor Issues: Some degree of dissatisfaction with the current culture that requires discussion and dialogue and could lead to potential unrest if left unresolved 21%-30% Significant Issues: Potential unease among the population and/or potential conflict situations that need to be addressed 31%-40% Serious Issues: Unresolved issues that, if left unaddressed, could lead to social unrest 41%-50% Critical Issues: Leadership issues that, if left unaddressed, could lead to a change in government > 50% Culture in Crisis: Leadership issues that could lead to civil disobedience and social unrest. This indicates a need for a change in policy that could also be accompanied by a change in government

74. Argentina 2001 Entropy ≈60%

75. Argentina Argentina financial crisis 2001

76. Denmark: Group (923) 2008 Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 PL= 10-0 | IRS (P)= 4-6-0 | IRS (L)= 0-0-0 PL= 7-3 | IROS (P)= 3-1-2-1 | IROS (L)= 1-0-2-0 PL= 10-0 | IROS (P)= 3-1-2-4 | IROS (L)= 0-0-0-0 Matches PV - CC 0 CC - DC 6 PV - DC 0 Entropy 21% Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2008 Barrett Values Centre September 2008

77. Denmark Denmark - Mohammed cartoon protests 2005 (freedom of speech)

78. Iceland 2008 Entropy 54%

79. Iceland Iceland Economic Collapse 2008

80. Iceland National Assessment (1094) 2010 Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IROS (P)= 0-0-0-1 | IROS (L)= 2-3-4-0 IROS (P)= 2-3-4-1 | IROS (L)= 0-0-0-0 IRS (P)= 5-5-0 | IRS (L)= 0-0-0 Matches PV - CC 0 CC - DC 0 PV - DC 3 Health Index (PL) PV: 10-0 CC: 1-9 DC: 10-0 Entropy 63% Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright 2010 Barrett Values Centre September 2010

81. Iceland Iceland National Assembly 2009/2010 1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 Volunteers Themes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability

82. USA National Assessment (1502) 2009 Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 5-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 3-3-4-0 IROS (P)= 2-1-3-4 | IROS (L)= 0-0-0-0 Matches PV - CC 0 CC - DC 0 PV - DC 1 Health Index (PL) PV: 11-0 CC: 0-10 DC: 10-0 Entropy 52% Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2009 Barrett Values Centre January 2009

83. USA National Assessment (1504) 2010 Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 4-6-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-1-0 | IROS (L)= 2-3-4-0 IROS (P)= 1-1-4-4 | IROS (L)= 0-0-0-0 Matches PV - CC 0 CC - DC 0 PV - DC 2 Health Index (PL) PV: 10-0 CC: 1-9 DC: 10-0 Entropy 58% Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2010 Barrett Values Centre January 2010

84. USA 2009 US Government forced to bail out banks and industry -2007 / 2008

85. Swedish National (1016) 2009 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)= 0-1-1-4 | IROS (L)= 1-0-3-0 IROS (P)= 2-0-3-5 | IROS (L)= 0-0-0-0 Matches PV - CC 0 CC - DC 4 PV - DC 2 Health Index (PL) PV: 10-0 CC: 6-4 DC: 10-0 Entropy 31% Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2009 Barrett Values Centre February 2009

86. Sverige 2010+ Personliga värderingar och samhällskultur Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IROS (P)= 0-1-1-3 | IROS (L)= 1-1-3-0 IROS (P)= 3-0-2-5 | IROS (L)= 0-0-0-0 IRS (P)= 5-5-0 | IRS (L)= 0-0-0 Matches PV - CC 0 CC - DC 1 PV - DC 2 Health Index (PL) PV: 10-0 CC: 5-5 DC: 10-0 Entropy 34% Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organisational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2010 Barrett Values Centre March 2010

87. Swedish National (1002) 2010 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)= 0-1-1-3 | IROS (L)= 1-1-3-0 IROS (P)= 3-0-2-5 | IROS (L)= 0-0-0-0 Matches PV - CC 0 CC - DC 1 PV - DC 2 Health Index (PL) PV: 10-0 CC: 5-5 DC: 10-0 Entropy 34% Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2010 Barrett Values Centre March 2010

88. Canadian National Assessment: Group (1250) 2009 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 PV - CC 0 CC - DC 1 PV - DC 0 Health Index (PL) PV: 10-0 CC: 4-6 DC: 10-0 Entropy 32% Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2009 Barrett Values Centre May 2009

89. Bhutan: Group (403) 2007 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 PV - CC 1 CC - DC 6 PV - DC 2 Health Index (PL) PV: 9-1 CC: 11-0 DC: 10-0 Entropy 4% Black Underline= PV & CCOrange= CC & DCP = PositiveL = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC(white circle) R = Relationship S = Societal Values Plot Copyright 2009 Barrett Values Centre January 2009

90. Bhutan Bhutan prioritise *GNH above GDP (*Gross National Happiness)

91. Finland National Assessment (1008) 2010 Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IROS (P)= 0-1-2-1 | IROS (L)= 2-0-4-0 IROS (P)= 3-1-4-2 | IROS (L)= 0-0-0-0 IRS (P)= 6-5-0 | IRS (L)= 0-0-0 Matches PV - CC 0 CC - DC 2 PV - DC 1 Health Index (PL) PV: 11-0 CC: 4-6 DC: 10-0 Entropy 48% Black Underline= PV & CCOrange= CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange= PV, CC & DCBlue= PV & DC (white circle) R = Relationship S = Societal Values Plot Copyright 2010 Barrett Values Centre November 2010

92. Entropy Percentages by Nation Cultural entropy is a measure of dysfunction or toxic energy in a system

93. The Economic Meltdown What we are currently experiencing is not a market shakeout or a technology shift. It is the breakdown of an unsustainable economic paradigm that threatens the global sustainability of human society. The problems of existence have become global while the systems and processes we have for dealing with them are national. Richard Barrett

94. Estimated Cost of Entropy – National GDP NB. Initial estimates based on calculation methods used for organisations. More research being done in this area.

95. Values Based Education – Prof Terry Lovat Improved student-teacher relationships Improved student & teacher wellbeing Calmer environment with less conflict Higher student self-belief and self-esteem Rise in levels of politeness and courtesy, open friendliness, better manners, offers of help, and students being more kind and considerate Oh and by the way - Greater student academic diligence

96. The purpose of our lives is to be happy Happiness is the extent to which you live in love, as opposed to living in fear. Dalai Lama Phil Clothier