Recent Posts
Nurturing Your Business Soul – Chris Monk
This article (was written and published in May 2008 – ‘Happiness: Energy & Spirit’ magazine [Business section] produced by Kath Templeton (Another CTT network member)
Approx 600 words
Written by Chris Monk
Chris Monk Associates
Office: +44 (0) 1395 274598
chris@chrismonkassociates.com
Thank you Chris.
Unfortunately many of us still feel that we need to temporarily discard our ‘genuine,...
“Naar een waardengedreven organisatie” – (Dutch)
Here is an example of best practices in Belgium.
This article was published in Dutch in “de Kwaliteitskrant – thema transformatie,” a magazine for quality managers in Flanders.
Featuring CTT members, Else Nollet and Piet Lammens, the article describes how Statoil Belgium used CTT in a whole system change approach.
CH artikel Kwaliteitskrant transformatie.pdf
Read More →
“Corporate Consciousness & Rewards” – Article by Susan Spargo, South Africa
This article shows how it is possible to build a remuneration, compensation and rewards package that fully aligns with the organisations values, mission and vision.
Written by Susan Spargo of Cebano Consultants in Cape Town, South Africa.
Susan’s contact details can be found at the end of the article.
Corporate Consciousness and Rewards.pdf
Read More →
Top Team Alignment – written by Pleuntje van Meer
This article addresses a process – integrating the Barrett model, Wilber’s, & Scharmer’s work – for aligning top teams.
What makes the leadership of top teams? While it is the corporate board that is collectively responsible for promoting the success of the company by leading and directing the company’s affairs, it is the top-teams of divisions and business units of large...
Valuing Our Needs article (written by Helen Oakwater, Adoption Now)
Valuing Our Needs article, written by Helen Oakwater in Adoption Now magazine.
This article about adopted children and the Barrett Model offers universal explanations of human needs theory.
Helen Oakwater, an adoptive parent, NLP Coach and Trainer,adopted a pre-school sibling group in the early 1990s and has
first-hand knowledge of living with ‘the child who hurts’. Her knowledge and perspectives...
Summary of Liberating the Corporate Soul in German
CTT Consultant Roland Gunther summarized, in German, the core elements of Richard Barrett’s book Liberating the Corporate Soul.
Das Thema Arbeit nimmt heute einen immer größeren
Teil unseres Lebens ein. Unternehmen formen unsere
Welt mehr als alles andere und mehr als je zuvor. Die
Konsequenzen dieser Entwicklung können heute aber
nicht mehr als uneingeschränkt positiv angesehen
werden. Wir...
Turning base metal strategies into gold – Malcolm Lewis Article
Turning Base Metal Strategies into Gold: Corporate Alchemy for the Modern Age
The attached article was published in the July/August 2009 issue of Finance & Management, the monthly magazine of the ICAEW’s Finance and Management Faculty.
“Orgnaisations need to embrace a much more holistic form of strategic leadership framework that combines both visionary leadership and managerial...
Hewitt on Culture & Engagement
When businesses confront an external environment characterized by challenge and confusion, why should they be interested in human capital management? The answer is simple. In times of uncertainty and change, it is crucial to have a clear sense of direction. The lack of engaged and committed employees, efficient processes and systems and a culture to support a productive workforce could lead to a potential...
The Role of Strategy, Culture and Leadership in the Nedbank Turnaround – The Tom Boardman Story
Tom Boardman’s time at Nedbank can be described as one where success has been achieved in the face of extreme adversity.
This adversity included negative market sentiment, low staff morale, a dysfunctional organizational culture, no clearly articulated vision and strategy,
and a low confidence level in the senior leadership of Nedbank.
The effective turnaround of Nedbank happened as Tom had promised:...
Values Study in Official Journal of the Institute of Chartered Accountants of Scotland
Please find attached two PDF for your interest. The first contains the results of the initial work published in August 2009.
The second is an advanced version of the article appearing in the December 2009 issue of CA Magazine (The Official Journal of the Institute of Chartered Accountants of Scotland
- our media partner) featuring the second round research results about Leadership, Sustainability...
Multiple Perspective Assessment (Sande, Preera)
MULTI PERSPECTIVE ASSESSMENTS – LEARNING FROM OUTSIDE IN & INSIDE AND OUT!
by Martin Sande, Management Consultant and Owner, Preera
The most common way we use Cultural Values Assessments is to help our clients create a mirror in which to see themselves and to provide a common language to enable dialogues that transform. The questions we use are, more or less, the standard ones focusing on...
Cultural Capital – A fundamental driver of financial performance By Richard Barrett
This paper explores the topic of cultural capital and its relationship to financial performance. It reviews research on this topic and comes to the conclusion that even though there is no direct measure of cultural capital, proxy measures such as cultural alignment and cultural entropy clearly indicate a positive correlation between cultural capital and sustained high revenue growth.
Cultural...
Values Based Leadership
Why is it important for the future of your organization?
What is Values-Based Leadership?
When a situation arises that we have to deal with, there are three different ways we can arrive at a decision on what to do: we can use our beliefs to formulate a response, we can use our values to formulate a response, or we can use our intuition to formulate a response.
Let us first compare beliefs and values...
Six Modes of Decision Making by Richard Barrett
The Six Modes of Decision- Making
By Richard Barrett
The process of decision-making
There are four stages involved in decision-making—data gathering, information processing, meaning-making, and decision-making, and three possible outcomes—a reaction, a response or guidance that leads us into a process of reflection. The four stages and three responses are shown diagrammatically in Figure 1,...
Coaching for Cultural Transformation by Richard Barrett
Richard shows how the Cultural Transformation Tools can be used to deepen the impact of coaching for leaders.
Coaching for Cultural Transformation
Using the IVA and LVA for coaching
By Richard Barrett
Abstract
This paper describes in detail, with examples, how the Individual Values Assessment and the Leadership Values Assessment are used for coaching supervisors, managers and leaders.
Overview
The...
Employees are Forgotten in Drive for Success – Richard Barrett – Aug 2008
This article shows some interesting findings from a survey of 163 companies in Australia and New Zea land. The survey was co-run by Hewitt Associates and Barrett Values Center.
Best Employer Survey
A survey of 163 organizations carried out by Hewitt Associates and the Barrett Values Centre shows that organizations in the ANZ region are strongly focused on brand image, customer satisfaction and the...
Stages in the Development of National Consciousness – Richard Barrett – Aug 2008
In 2008 Richard Barrett re-developed the Seven Levels of National Consciousness to incorporate practical experience gained in national assessments using the Cultural Transformation Tools
Overview
All human group structures grow and develop in seven well-defined stages. Each stage focuses on a particular existential need that is common to the human condition. These seven existential needs are the principal...
“O Custo do Medo” (The Cost of Fear) – Portuguese Translation
his article has been translated into Portuguese by Roberto Ziemer. Roberto is a CTT consultants based in Sao Paulo, Brazil.
Thank you Roberto for your willingness to share
quanto custam os valores limitantes para
uma organização?
Todas as organizações funcionam com base num conjunto de valores conscientes ou inconscientes. Alguns dos valores serão positivos, tais como comunicação aberta, confiança,...
“El Costo del Temor” (The Cost of Fear) – Spanish Translation
This article has been translated by Yolanda Bonadona. Thank you, Yolanda.
Please note. The English language version of this document is available in the resources area of the MyCTT Web site.
Cuanto le Cuesta a la Empresa tener
Valores Negativos
Valores Positivos y Negativos
En cualquier empresa, la gente opera desde un conjunto de valores. Muchos de éstos son positivos como los que se refieren...
“The Seven Levels & Money” – (English & Portuguese)
This article shows that as an organization becomes conscious at each level, it increases it’s capacity to reduce costs and increase profits.
The Seven Levels & Money
Behaving commercially is much more than just focusing on cost and profit. Of course these are both very important factors but there is more to consider. Our research is showing that unless an organisation is consciously living...
“The Seven Levels of Corporate Sustainability” – Article by Richard Barrett
This article by Richard Barrett was first written in May 2001 and updated July 2007, and discusses the importance of the Seven Levels in respect to organizational sustainability.
What is Sustainability?
During the last ten years the term “sustainability” as used in the corporate world has become synonymous with “the triple bottom line.”
The “triple bottom line” refers to the ability of...
Perceptions of a Generation – written by Hannah Lee
Lately, there has been much talk about the impact Generation Y is having on the working world.
By using data collected in the Best Employer Survey, we examine some of the myths about this generation to see
who these people really are and what they want.
“Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.” – George...
The Cost of Fear – Written by Phil Clothier
This article shows how potentially limiting values (fear based values) have a negative impact on the financial stability of organization.
The Cost of Fear
All organizations operate with a set of conscious or unconscious values. Some of the values will be positive, such as open communication, trust, honesty, integrity and customer satisfaction. If these values are fully accepted and practiced daily,...
A Values-based Approach to Creating Cultural Resilience in an Economic Downturn – written by Richard Barrett
If there is one thing that companies are learning in the current economic crisis, it is the importance of resilience – the ability of an organization to withstand shocks and remain sustainable under prolonged periods of duress.
A Values-Based Approach to Cultural Resilience
What to focus on in an economic downturn
By Richard Barrett
Abstract
This paper focuses on actions that you can take...
Cultural Capital: A Fundamental Driver of Financial Performance
Do you see your organization’s culture as a significant part of your business’ performance equation? Do you see it as a driver of your financial performance? To better understand the relationship between culture and performance, you have to recognize that “who you are” and “what you stand for” represents your cultural capital, and cultural capital has become the...
Sector Reports: Best Employer Australia New Zealand
Cultural Benchmarking: Pharmaceuticals
This paper compares the cultural attributes of 14 companies in the Pharmaceutical Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were...
The New Business Paradigm by Richard Barrett
The following are extracts from the introduction to Richard Barrett’s upcoming book which has the working title of: The New Leadership Agenda: A full-spectrum, values-based approach to leadership development and leadership coaching.
A New Business Paradigm Download the original attachment
By Richard Barrett
Introduction
The basic premise of this paper is that to survive and prosper in the 21st...
The Universal Stages of Evolution Lessons for Leadership Development (Barrett)
This paper, by Richard Barrett, places leadership development and talent management in the context of the evolution of consciousness from the Big Bang Big Bang: A term used to describe the initial conditions and subsequent development of the Universe. to the present day. It identifies three universal stages of evolution and maps these evolutionary strategies to the seven levels of consciousness...
Understanding Complexity
With the current economic and political situation the world has become volatile and complex.
This affects individuals, companies, and countries alike.
What to do in such situations requires experience and cool headed leaders.
This short presentation tries to show how things can move quickly, how one issue leads to another and how it should be handled.
Read More →
Building A Values––Driven Organisation
SALLIE LEE AND JOAN SHAFER
A cohesive culture based on values is rapidly becoming
one of the most important criteria for business success.
Many organisations have chosen core values and have
not had the expected results they imagined.
Understanding the personality and strengths of a culture––
its motivating drivers––the stories that illuminate the
values, and the directions that the employees...
Top team alignment
What makes the leadership of top teams? While it is the corporate board that is collectively responsible for promoting the success of the company by leading and directing the company’s affairs, it is the top-teams of divisions and business units of large companies that are more closely involved with the day-to-day development and execution of operational strategies. These senior executives are critical...
What are your values?
When I was a teenager, the highlight of the week was finding out which records were in the top ten, whereas now I look at the bestselling book lists to see what heads the paperback fiction charts. And from the number of lists in magazines and newspapers – everything from the best-dressed man to the most popular pet – I don’t think I’m the only one who thinks they’re fun.
That must...
Beyond Bonuses: Motivating Your Managers
BusinessWeek reader David Gebler advises senior management to create a two-way communication with employees in order to motivate them
By David Gebler
BusinessWeek‘s Matthew Boyle recently wrote a column discussing the need—and the effort—to keep managers motivated in tough economic times. The premise that middle managers must lead the effort to motivate employees, especially when there is...
Case Study: Getting Beyond the Numbers: How to Identify the Root Cause of Unethical Conduct
By David Gebler, President, Skout Group, LLC
The use of ethical climate surveys, which provide a baseline comparison of a
company’s ethics standing against other companies and gauge internal changes from year to year, has become prevalent among many companies. But, while these surveys offer information on a company’s position on ethics, it’s often hard to discern the root cause of the behavior...
Der kollektiven Seele begegnen
Die Entwicklung eines neuen Bewusstseins
in Unternehmen und Organisationen
Überlegungen zur Psychologie von Unternehmen;
dieser Aufsatz bezieht sich in wichtigen Teilen auf
Erkenntnisse des Buches „Liberating The Corporate
Soul – Building a Visionary Organization“ von Richard
Barrett, Woburn, USA, 1998.
von Roland A. Günther
www.business?in?resonanz.de
Das Thema Arbeit nimmt heute einen immer...
MULTI PERSPECTIVE ASSESSMENTS – LEARNING FROM OUTSIDE IN & INSIDE AND OUT!
by Martin Sande, Management Consultant and Owner, Preera
The most common way we use Cultural Values Assessments is to help our clients create a mirror in which to see themselves and to provide a common language to enable dialogues that transform. The questions we use
are, more or less, the standard ones focusing on personal values, current culture and desired culture.
A real eye? and mind?opener came...
Cultural Capital: The New Frontier of Competitive Advantage
Critical Issues for Business in the 21st Century
As we move into the 21st century there are four concerns above all others that are preoccupying the boardrooms of both large and small companies around the world:
•
How do we attract and keep talented people?
•
How do we increase profits and shareholder value?
•
How do we increase creativity and productivity?
•
How to ensure ethics permeates...
Values Based Leadership
Why is it important for the future of your organization ?
What is Values-Based Leadership?
When a situation arises that we have to deal with, there are three different ways we can arrive at a decision on what to do: we can use our beliefs to formulate a response, we can use our values to formulate a response, or we can use our intuition to formulate a response.
Let us first compare beliefs and values...
Building a Values-Driven Organization
A Whole-System Approach to Cultural Transformation
This paper is an extract from the book, Building a Values-Driven Organization: A Whole-System Approach to Cultural Transformation published in March 2006 by Butterworth-Heinemann.
Background
My purpose in writing this book is to develop and build on the ideas contained in Liberating the Corporate Soul: Building a Visionary Organization1 published in...
The Five Modes of Decision-Making
The Four Components of Decision-Making
There are four components to decision-making: data gathering, information processing, meaning-making, and decision-making, or deciding on a course of action.
We use our five senses to gather data from the outside world – data gathering. We use our brain to integrate the data from the five senses into information packages – information processing. The mind...
The Seven Levels and ‘Lean’
During the last 50 years, Toyota has developed from small beginnings into a company that is able to successfully challenge the top 3 car manufacturers in the world. They have achieved this not by mergers and acquisitions but by organic growth through the successful development and application of the Toyota Production System use of lean tools and techniques. As others have tried to copy this new way...
Building a high-performance organisation
Issues in the boardroom
There are five critical issues preoccupying the boardrooms of both large and small companies in all parts of the world:
How do we increase profits and shareholder value?
How do we attract and keep talented people?
How do we build brand loyalty?
How do we ensure that ethics permeate the corporate culture?
How do we build a resilient, sustainable company?
The keys to success...
Australian employees are forgotten in drive for success
Best Employer Survey
A survey of 163 organizations carried out by Hewitt Associates and the Barrett Values Centre shows that organizations in the ANZ region are strongly focused on brand image, customer satisfaction and the bottom line, but employees want to see much more focus on employee fulfillment, employee recognition, and balance (home/work). They are fed up with the bureaucracy, long hours...
Coaching for Cultural Transformation using CTT
INTRODUCTION
Values stand at the very core of human decision making. Our underlying values determine our behaviours. Coaching based on values therefore sheds light on our underlying motivations and helps us to understand what is important in our lives.
This paper describes the coaching instruments that are part of the Cultural Transformation Tools (CTT)®. The Individual Values Assessment is a self-assessment...
Stages in the Development of National Consciousness
Overview
All human group structures grow and develop in seven well-defined stages. Each stage focuses on a particular existential need that is common to the human condition. These seven existential needs are the principal motivating forces in all human affairs. The level of growth and development of all human group structures depends on the ability of the leaders to create the conditions that enable...
Origins of the Seven Levels of Consciousness Model
Abraham Maslow was one of the first psychologists to draw our attention to needs-based motivation. In Motivation and Personality and Toward a Psychology of Being.i Maslow proposed that humans operate as if they had a hierarchy of needs. The primary human need is survival. When we are able to master survival, we shift the focus of our consciousness to the establishment of relationships that make us...
What’s Right and Wrong with Spirituality in the Workplace
I have deliberately chosen a provocative title for this article because I believe there is an underlying assumption among many who embrace spirituality in the workplace that it provides a universal panacea for correcting what is wrong with corporate life. From my perspective this assumption is false, not because there is anything wrong with the concept per se, but because in the western world spirituality...
O Custo do Medo
quanto custam os valores limitantes para
uma organização?
Todas as organizações funcionam com base num conjunto de valores conscientes ou inconscientes. Alguns dos valores serão positivos, tais como comunicação aberta, confiança, honestidade, integridade e satisfação do cliente. Se estes valores são totalmente aceitos e praticados diariamente, com o tempo eles se tornarão uma parte integral...
El costo del Temor
Cuanto le Cuesta a la Empresa tener
Valores Negativos
Valores Positivos y Negativos
En cualquier empresa, la gente opera desde un conjunto de valores. Muchos de éstos son positivos como los que se refieren a la realización del empleado, comunicación abierta, integridad y satisfacción del cliente. Si estos valores son totalmente aceptados y practicados a diario, con el tiempo se convertirán...
Os Sete Níveis de Consciência e a relação com o Dinheiro
Comportar-se de forma comercial vai muito além do que apenas ter foco nos custos e na lucratividade. É claro que esses são fatores muito importantes, mas existem mais questões a considerar. Nossa pesquisa está mostrando que, a não ser que uma organização consiga colocar em prática, de forma consciente, valores positivos em relação a um espectro amplo de atividades envolvendo pessoas e negócios,...
The Seven Levels and Money
Behaving commercially is much more than just focusing on cost and profit. Of course these are both very important factors but there is more to consider. Our research is showing that unless an organisation is consciously living positive values across a broad spectrum of business and people activities, it will not have the capacity to be long term financially sustainable. Based on the 7 Levels model...
The Seven Levels of Corporate Sustainability
What is Sustainability?
During the last ten years the term “sustainability” as used in the corporate world has become synonymous with “the triple bottom line.”
The “triple bottom line” refers to the ability of a company to generate economic, environmental (or ecological) and social benefits. On the one hand, shareholders are demanding that companies become more profitable, and on the other...
The Cost of Fear: How much do limiting values cost an organisation?
All organisations operate with a set of conscious or unconscious values. Some of the values will be positive, such as open communication, trust, honesty, integrity and customer satisfaction. If these values are fully accepted and practiced daily, over time they will become an integral part of the culture of the organisation and a positive asset.
It is also possible for organisations to operate from...
A Values-based Approach to Creating Cultural Resilience in an Economic Downturn
Introduction
If there is one thing that companies are learning in the current economic crisis, it is the importance of resilience — the ability of an organisation to withstand shocks and remain sustainable under prolonged periods of duress.
The most resilient companies display the following characteristics:
ü A high level of staff engagement
ü A low level of cultural entropy
ü A vision of...
Cultural Benchmarking: Pharmaceuticals
This paper compares the cultural attributes of 14 companies in the Pharmaceutical Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories based...
Cultural Benchmarking: Non-Governmental Organisations
This paper compares the cultural attributes of seven Non-Governmental Organisations that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Organisations were broken down into three categories based...
Cultural Benchmarking: Manufacturing
This paper compares the cultural attributes of 12 companies in the Manufacturing Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories based...
Cultural Benchmarking: Information Technology
This paper compares the cultural attributes of 14 companies in the IT Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories based on levels...
Cultural Benchmarking: Hospitality/Restaurant
This paper compares the cultural attributes of 10 companies in the Hospitality/Restaurant Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories...
Cultural Benchmarking: Fast Moving Consumer Goods
This paper compares the cultural attributes of 11 companies in the Fast Moving Consumer Goods Sector (FMCG) that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three...
Cultural Benchmarking: Business Services
This paper compares the cultural attributes of 27 companies in the Business Services Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories...
Cultural Benchmarking: Banking and Financial Services
This paper compares the cultural attributes of 18 companies in the Banking and Financial Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories...
Cultural Benchmarking: Retail
This paper compares the cultural attributes of 13 companies in the Retail Sector that took part in the Best Employer Study in Australia and New Zealand carried out by Hewitt Associates and the Barrett Values Centre in 2008.
The purpose of this report is to show how the Best Employers in this sector differentiated themselves from the rest.
Companies were broken down into three categories based on levels...
Cultural Capital: A Fundamental Driver of Financial Performance
Executive Summary
Do you see your organization’s culture as a significant part of your business’ performance equation? Do you see it as a driver of your financial performance?
If your answer is not a resounding “Yes,” then you may want to read on.
To better understand the relationship between culture and performance, you have to recognize that “who you are” and “what you stand for”...
The New Leadership Agenda
Founder and Chairman of the Barrett Values Centre
Author of Building a Values-Driven Organization (2006) and
Liberating the Corporate Soul (1998)
The following are extracts from the introduction to Richard Barrett’s upcoming book which has the working title of: The New Leadership Agenda: A full-spectrum, values-based approach to leadership development and leadership coaching.
Never before in history...
Q2 2009 Network Survey Synopsis
Our gratitude to those of you who participated in our online survey. We appreciate the opportunity to get to know you, your desires and your visions for the future. Your feedback enables us to identify common themes among the network and continue our pursuit of innovation, improvement and customer satisfaction.
In this report, we’ve identified key themes that emerged from the survey. Your...
The Courage to Continue Venezuelan National Results
In June 2009, I was asked to present at the Caracas Values in Business
Congress organised by Adolfo Jarrin, a CTT consultant based in Venezuela. I visited this nation where despite the efforts of visionary, brave and committed people, freedom of speech is being repressed under a corrupt government that came to power promising a better life for citizens. Like so many other governments in South America,...
High Performance: It’s all about Entropy. Oh, and don’t forget the Vision and Values
Anyone who has studied physics knows that the amount of energy you get out of a mechanical system is equal to the amount of energy you put into it, minus the amount of energy that is needed to keep the system functioning. When parts become worn, fall out of alignment and friction increases, the system falls below its optimum performance and more energy is needed to keep the system functioning. This...
Case Study: TMSi Logistics
Integrating Values from the Boardroom to the Factory Floor
November 2009
THE SITUATION
For over 15 years, TMSi Logistics, a highly respected Top 100
national logistics firm and Inc. 5000 company, has differentiated
itself through a performance-driven culture resulting in cost
savings and improved service levels.
From the start, the culture of the company was based on the
strong personal values of the...
