Barrett Values Assessments

Powerful tools to reliably diagnose what is working and where attention is needed




LeadershipOrganizational Culture

What is the Barrett Model?

The Barrett Model has proven to be a powerful framework for realizing human potential for leaders and organizations across the globe. The Barrett Model and Analytics have assisted thousands of organizations across 94 countries to increase the health of their organizational culture, and thus, improving outcomes for all of their stakeholders. At the heart of the success of the model is an understanding of basic human needs and the cultural environment people need in order to thrive.

Developments in Psychology

The latest developments in psychological research on human needs and well-being are helping to validate the existing framework of the Barrett Model. Originally developed in 1997 by Richard Barrett, the model was formed by leveraging ancient eastern philosophy to extend Maslow’s concept of self-actualization in his hierarchy of needs. The result was a depiction of the full spectrum of needs underlying human motivation and behavior. Now the Barrett Model is supported by not only the pioneering work of Abraham Maslow, but also the more recent work of Deci and Ryan’s self-determination theory, Ryff’s model of psychological well-being, Seligman’s work on flourishing, and the resurgent academic interest around Aristotle’s concept of ‘eudaimonia’ and the deep human yearning to live a meaningful life. All of these theoretical developments are merging together to reveal an underlying consistency regarding human nature and the conditions necessary to facilitate human thriving, so concisely depicted by the Barrett Model.

Barrett Model and Actualizing Human Potential

Since the rise of humanistic psychology, and further energized by the positive psychology movement, psychologists have been attempting to characterize the fullest expressions of human nature. Research on human flourishing has shown the healthiest examples of human nature to be vibrant, creative, growth-oriented, connected with others, and dedicated to making a positive contribution to something greater than themselves.

The Barrett Model outlines a pathway to human flourishing with a three-part framework, which consists of:

1) establishing a foundation through physical viability, secure relationships, and effective performance

2) continuously evolving by embracing autonomy and growth, and

3) working toward sustainable impact through alignment with the true self, collaboration with others in shared purpose, and contribution toward the greater good.

Standing on the shoulders of Abraham Maslow, and continuing to be supported by emerging theories in psychology with significant amounts of empirical evidence, the Barrett Model clearly illuminates what is needed for human beings to flourish and thrive.

based on a text by

Crystal Wiedemann, Ph.D.
Barrett Values Centre

Applications of Barrett Analytics

Attract & Retain Employees

Team Building

Mergers and Acquisitions

Diversity and Inclusion

Customer Feedback

Change Management

Conflict Resolution

Risk Analysis

Employee Engagement

Brand Management

Community Building

Leadership Coaching

Leadership Development

Succession Planning

Personal Development

Values Alignment

Core Values Definition

OD Strategy Development

Values-Based Education

UN SDG Goals Measurement

Citizen Views


Develop your Leadership with Clear Data on the Most Impactful Facets

Being an effective leader is not simply about what you do but how you do it. Leaders tend to focus solely on the “hard impacts” they have: deliverables, policies, profits. But leaders have an enormous cultural impact on their workplace as well. Too often, they miss this essential second role – wrongly thinking it’s too difficult to quantify or develop – and thus overlooking one of the most powerful contributions they can make to their organization’s success.

What can I expect?”

1) A 360 degree baseline assessment of your leadership values, strengths, and areas for growth, based on confidential feedback from your chosen colleagues.

2) Conduct a feedback review together with me to interpret your results, explore your reflections, and identify areas that need further inquiry.

3) Support in crafting an action plan, including specific and measurable steps you can take to live your values and lead more effectively.

4) Track your progress, so you can see what’s working and where you need to shift your approach.

Organizational Culture

Build a Fruitful & Inspiring Organizational or Team Culture by Measuring it

It is widely recognized that a thriving and sustainable culture is the key contributor to any organization’s success. Just like other performance targets, measuring culture allows leaders to manage it! The right leading indicators remove the guesswork. In clearly measuring the culture’s current and optimal states, leaders can work more effectively to create the one needed to support the organization’s strategy and fulfill its purpose.

What entry points do we have?”

Culture Diagnostic: Understand what is supporting or getting in the way of your organization or team thriving.

Top Team Alignment: Create a high-performing, cohesive leadership team utilizing the strengths of each member of the group.

Cultural Due Diligence: Anticipate and plan for cultural issues that could arise in a merger or acquisition.

Stakeholder Feedback: Build strong relationships with customers, partners, and others close to your organization.

“There is no power for change greater than a community discovering what it cares about.”

Margaret J. Wheatley