Toolkit

It's not the value statements sitting in framed splendour next to the vision and mission statements on the head office wall that gives an organisation its values and organizational culture. There needs to be a leadership-driven process to ensure buy-in to these values, aligning the human capital with systems and processes that ensure sustainable growth and value for the customer base. No matter how brilliant the analysis that underlies a strategy, it is the people – from the board room to the factory floor – who must understand and implement the strategy. That only happens when the strategy fits their values. Nina Bach's certification, ongoing learning and application of the theory of Spiral Dynamics® in all aspects of her work focuses on creating awareness of the significance of our deep seated values that shape our decisions, actions and results in life. Credit for the original research behind Spiral Dynamics® goes to the late Dr Clare W Graves, who invested his career in a quest to gain insight into the nature of change and ‘maturity’ in human systems. He identified eight zones thus far, which are a product of interaction between external conditions of existence and internal complex adaptive systems that shape attitudes and responses. Spiral Dynamics® provides a contextual framework for gaining a greater understanding of how people, organisations and cultures function from the inside out. Spiral Dynamics® Clare Graves

In Spiral Dynamics® we respond to the question
How should Who manage Whom to do
What When?

Best practices and methods aligning systems, structure, people and purpose
Picking the 'right' competencies and thinking
Facilitate, teach, lead, influence, support, inform, convince
People and their world view and their thinking systems within a particular culture
The work to be done, tasks, objectives, outcomes, decisions
Timing in change equation, life cycle stages, and internal and external conditions

How
Who
Manage
Whom
What
When