This model reflects individual or collective levels of awareness and evolution opportunities. The model enhances the famous Maslow pyramid and creates a much more coherent and balanced picture of what moves people and organisations. It is a comprehensive way to depict the culture of an organisation.

         move mouse over each level to get a short explanation

It is believed that people move up to "higher" levels of consciousness once basic needs are covered. But in reality we reside at different levels simultaneously. Each person, each company and even country has its own distribution of basic values. The model does not have "good" or bad" values, but distinguishes between positive and potentially limiting values (example: being organised vs. bureaucracy). A simple diagnosis enables us to pitch the levels and check the coherence of the deeper motivations of a person or a group. A professional survey based on this model allows us to:

• Understand, compare and communicate the fundamental values and culture of an organisation
• Sketch individual or collective value distribution (strengths and limitations)
• Detect improvement potential
• Legitimate a cultural change process within an organisation
• Support a personal coaching scheme

Example of a manager in need for a new challenge or a new company:

Each red dot represents a basic value. The grey dots stand for potentially limiting values.

This manager has fulfilled his career needs and already shown what he's worth (no need on level 3). To cover his basic survival needs are not an issue either (no dots on level 1). Personal relationships mean something to him (level 2). He expresses his longing for change (3 dots on level 4), his need to work for a coherent project (level 5) and the urge to contribute to something useful (level 6 + 7).	He perceives his company very much centred on numbers and productivity (level 3), with no concern for others (level 5 to 7) and with little interest to change anything (level 4).	This manager would like to stand up for a higher cause in a dynamic evolving organisation based on strong teamwork principles. It seems unlikely that his current company can match his needs in medium-term. He left for another company.

Since the organisation is unable to neither attract nor keep people with a higher level of awareness, it always feeds back on its current level of consciousness. It is trapped in its own culture. The key to break through this vicious circle is on level 4: the need for change.-> Key points to transform an Organisation's culture