Barret Values: Understanding the Inner Drivers of Individuals and Organizations
In today’s fast-changing world, skills, strategies, and systems matter—but they don’t explain why people behave the way they do. The deeper driver is values.
This is where Barret Values become a powerful lens to understand human motivation, leadership behavior, and organizational culture.
Barret Values go beyond surface-level competencies and focus on what truly shapes decisions—our inner priorities.
What Are Barret Values?
Barret Values are based on the work of Richard Barrett, who expanded Maslow’s Hierarchy of Needs into a Seven Levels of Consciousness model.
This framework explains how individuals and organizations evolve based on the values they prioritize at each stage of development.
Simply put:
Values are the bridge between beliefs and behavior.
When values are clear and aligned, performance and fulfillment increase. When they conflict, stress, disengagement, and dysfunction emerge.
Theoretical Foundation Behind Barret Values
1. Maslow’s Hierarchy of Needs
Maslow proposed that human motivation evolves from survival needs to self-actualization. Barrett extends this idea by adding collective and societal consciousness beyond the self.
2. Adult Development Theory
Barrett’s model aligns with theories by:
Robert Kegan (Constructive-Developmental Theory)
Clare Graves (Spiral Dynamics)
All suggest that human maturity evolves through predictable stages of meaning-making.
3. Values Theory (Milton Rokeach)
Values act as enduring beliefs that guide choices and behavior—Barrett operationalized this idea for leadership and culture.
The Seven Levels of Barret Values (With Examples)
Level 1: Survival Values
Focus: Safety, stability, financial security
Individual example: Worrying about job security and income
Organizational example: Cost-cutting, risk avoidance, compliance
👉 When overemphasized, this leads to fear-based cultures.
Level 2: Relationship Values
Focus: Belonging, trust, communication
Individual example: Wanting acceptance from peers
Organizational example: Team bonding, open communication
👉 Weakness here results in blame, internal politics, and silos.
Level 3: Self-Esteem Values
Focus: Achievement, recognition, performance
Individual example: Seeking promotions and status
Organizational example: KPIs, competition, efficiency
👉 Over-focus creates ego-driven leadership and burnout.
Level 4: Transformation Values
Focus: Learning, adaptability, purpose
Individual example: Questioning “Is this meaningful?”
Organizational example: Innovation, empowerment, agility
👉 This is the pivot point—from ego to purpose.
Level 5: Internal Cohesion Values
Focus: Integrity, alignment, authenticity
Individual example: Living in alignment with personal values
Organizational example: Values-driven leadership, trust
👉 Cultures here are resilient and purpose-led.
Level 6: Making a Difference Values
Focus: Collaboration, mentoring, social impact
Individual example: Coaching others, contributing to society
Organizational example: Stakeholder value, sustainability
👉 Success is defined by contribution, not control.
Level 7: Service Values
Focus: Compassion, wisdom, global good
Individual example: Serving without attachment to outcomes
Organizational example: Long-term planetary responsibility
👉 Rare, but transformational when present.
Barret Values in Leadership
Leaders operate across all seven levels—but conscious leaders:
Minimize fear-based values (Levels 1–3)
Strengthen purpose-driven values (Levels 4–7)
Example:
A leader focused only on targets (Level 3) may get short-term results.
A leader grounded in integrity and purpose (Level 5+) builds sustainable performance.
Barret Values in Organizational Culture
Organizations often say one set of values but live another.
Barrett introduced the idea of Cultural Entropy:
The percentage of energy consumed by unproductive values like fear, control, and blame.
High-performing organizations actively:
Measure values
Reduce entropy
Align leadership behavior with declared values
Why Barret Values Matter Today
In an age of:
Remote work
Gen-Z value shifts
Ethical leadership demands
Barret Values help answer:
Why people disengage
Why change initiatives fail
Why some cultures thrive under pressure
Practical Application: A Simple Reflection
Ask yourself (or your organization):
What values do we say we believe in?
What values actually show up in daily behavior?
Which level dominates our decisions today?
Which level do we need to evolve into next?
Awareness is the first step to transformation.
References & Further Reading
Barrett, R. (2017). The Values-Driven Organization. Barrett Values Centre
Barrett, R. (2011). Liberating the Corporate Soul
Maslow, A. (1943). A Theory of Human Motivation
Kegan, R. (1982). The Evolving Self
Graves, C. W. (1970). Levels of Human Existence
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