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Level 1. Survival Consciousness: The first
need for an organisation is financial survival. Without profits or
access to a continuing stream of funds, organisations quickly
perish. Every organisation needs to make financial health a primary
concern. However, when companies become too entrenched in survival
consciousness, they develop an exclusive preoccupation with the
bottom line and a deep-seeded insecurity about the future. They
attempt to allay their fears through excessive control and
territorial behaviour. Businesses that operate from this level of
consciousness are not interested in strategic alliances—takeovers
are more their game. They will purchase a company and plunder its
assets. They see people and the Earth as resources to be exploited
for gain. When asked to conform to regulations, they do the minimum.
They have an attitude of begrudging compliance. Organisations
experience their deepest fears at this level of consciousness.
Level 2. Relationship Consciousness: The
second need for an organisation is harmonious interpersonal
relationships and good communications. Without good relationships
with employees, customers and suppliers, company survival is
compromised. However, when companies become too entrenched at this
level of consciousness they place importance on relationships not
for what they can give, but for what they can take. What they put
into a relationship is purely based on what they think they will get
back. Companies at this level tend to be strong on tradition and
image, and weak on flexibility and entrepreneurship. Rules are
important because there is little trust. They demand discipline and
obedience from their employees. Family businesses tend to operate
from relationship consciousness. This limits their ability to become
successful because they are unable to trust outsiders in management
positions.
Level 3. Self-esteem Consciousness: The
third need for an organisation is self-esteem. Self-esteem
consciousness shows up in organisations as a desire for greatness.
Organisations, which operate from this level, want to be the biggest
or best at what they do. Consequently, they are very competitive and
are constantly seeking ways to improve their cost effectiveness.
Organisations at this level see management as a science. They focus
on improving corporate fitness—productivity, efficiency, time
management and quality control. They are ready to train their staff
as long as the training can be seen to have a direct impact on the
bottom line. Control is maintained through hierarchical power
structures that often do little more than cater to the managers’
needs for status, privilege and recognition. Companies that are
predominantly focused at this level of consciousness can easily
degenerate into bureaucracies. When this happens, failure or
collapse will eventually occur unless the organisation is able to
embrace transformation.
Level 4. Transformation Consciousness:
This is the bridge that companies must cross to create
organisational cohesion and shift their belief systems from
self-interest to the common good. The principal focus at this level
of consciousness is self-knowledge and continuous-renewal.
Organisations enter the process of transformation either because it
is the next natural step in their evolution or because their
viability is threatened. In either case the process begins with
employee participation and involvement. Everyone is asked to take
responsibility for making the business a success. Risk-taking is
encouraged. During transformation, the culture of the organisation
shifts from control to trust, from punishment to incentives, from
exploitation to ownership, and from fear to truth. Mechanisms are
put in place to promote innovation and learning. The tyranny of the
financial bottom line begins to disappear as organisations start to
measure their success against a broader set of indicators.
Level 5. Internal Cohesion Consciousness:
The focus at this level of consciousness is internal connectedness.
This is achieved through the development of a strong positive spirit
with shared vision and values. By focusing on the needs of its
people, the organisation develops commitment and enthusiasm, and
encourages higher levels of personal productivity and creativity.
Values such as humour, transparency and passion become important.
Failures become lessons, and work becomes fun. At this level of
consciousness, organisations recognize the importance of employees
finding meaning and purpose through their work. They encourage the
alignment of their employees’ personal motivations with the
organisation’s vision and mission and support employees in becoming
all they can become in terms of their professional and personal
growth.
Level 6. Making a Difference Consciousness:
The main areas of focus at this level are external connectedness and
an increase of internal connectedness through mentoring and
coaching, and employee fulfilment. Partnerships are created with
customers and suppliers, and the organisation finds ways to support
the local community. Organisations that embrace inclusion
consciousness recognize the importance of strategic alliances, being
respected members of the local community and good global citizens.
They seek to support the local economy by collaborating with local
businesses, and voluntarily addressing environmental and social
concerns. They go beyond the letter of the law in dealing with their
environmental responsibilities. They support employees in finding
personal fulfilment at work and create opportunities for them to
make a difference in the local community. At this level of
consciousness organisations care for the whole employee—for their
physical, emotional, mental and spiritual needs.
Level 7. Service Consciousness: The
primary focus of organisations at this level is service to humanity
and the planet. They have a global vision. There is recognition of
the interconnectedness of all life and the need for both individuals
and institutions to take responsibility for the welfare of the
whole. At this level of consciousness, organisations care deeply
about ethics, justice, human rights, peace and the impact of present
day actions on future generations—sustainable development. Social
activism and consciously directed philanthropy become integral parts
of their corporate strategy. They understand the importance of
societal goodwill in building a successful organisation. They
observe the highest ethical principles and always consider the
long-term impacts of their decisions and actions. By taking a strong
moral position, they are able to garner the respect and goodwill of
their employees and society-at-large.
Distribution of Consciousness:
Organisations do not operate from any one level of consciousness.
They tend to be clustered around three or four levels. Most
organisations are focused in the first three levels of consciousness
- profit and growth (Level 1), customer satisfaction (Level 2) and
productivity, efficiency and quality (Level 3). The most successful
organisations tend to be distributed across the full spectrum of
consciousness with particular focus in the upper levels of
consciousness—the common good—learning and innovation (Level 4),
internal cohesion (Level 5), employee fulfilment, customer/supplier
collaboration (Level 6) and ethics and social responsibility (Level
7).
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