The MoA was implemented through a series of 3 workshops that followed the process: 1. Exploring the Self and Values: In the initial workshop, employees reflected on their personal values for the first time, with 31% reporting that they had never deeply considered their intrinsic values. 2. Uncovering Mental Models: The second workshop focused on mental models, with 46% of participants acknowledging that they had not previously examined how their mental models shaped their decisions. This awareness enabled employees to reconsider behaviours that conflicted with the company’s sustainability objectives. 3. Aligning Goals and Values: By the third workshop, 82% of employees reported that their personal values were now aligned with the company’s vision. This created a sense of ownership emerging for the co-creation, where employees began to take ownership of the circularity journey. As the process unfolded, shared values began to emerge, but they varied across different contexts within the organisation. The application of the MoA framework led to tangible changes: Narratives changed from linear, individual, and passive to connected, collective, and proactive. Shared values naturally emerged in collective contexts. This case illustrates how the MoA can facilitate systemic transformation by aligning individual values with collective organisational goals. 5.7 Conclusions The MoA presents a powerful model for fostering systemic transformation in organisations by placing individual and collective agency at the centre of cultural change. By empowering individuals to reconnect with their intrinsic values and align these with collective organisational goals, the MoA creates environments that are adaptive, resilient, and valuesdriven. This framework helps organisations navigate complexity and uncertainty, enabling them to generate multi-dimensional value and contribute to the emergence of an economy of well-being. As individuals and organisations embrace the principles of the MoA, they become key actors in shaping a future where well-being is the guiding principle, rather than a by-product, of economic activity. The MoA offers a clear, adaptable, and inclusive path to the systemic change needed to thrive in today’s dynamic world. For the entrepreneur, the MoA provides a practical framework for aligning business objectives with sustainable development goals. By fostering agency within their organisations, they can create business models that balance economic growth with environmental and social responsibility. This approach not only strengthens resilience in the face of global challenges but also positions entrepreneurs as leaders in the transition toward a well-being economy. 29 5.7 Conclusions
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