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WeValue for Business

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Measuring and Leveraging the Values driving your Organizational Performance. …

Measuring and Leveraging the Values driving your Organizational Performance.

A process based on the values indicators developed by the EU-funded ESDinds project led by University of Brighton and Charles University of Prague

Published in: Business, Education
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  • Every single staff member participates and makes a difference\n The process adapts to the unique reality of each organization\n Costs and time usage are under control\n An agenda set at the start avoids competing for time between the process and your staff’s operational duties\n The indicators, scientifically tested for their validity, and the adaptation (personalization) process translate the meaning of “Values” into the practical reality of your organization and create a shared language for meaningful conversations\n Your senior management team and all participants get a clear understanding of what will happen, how it will happen and why it will happen, through professional communication and interactive workshops\n A clear concept and a well structured process ensure that the project delivers on its promise. Bottom-up suggestions met with respect and implemented with rigor. \n\n
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  • Every single staff member participates and makes a difference\n The process adapts to the unique reality of each organization\n Costs and time usage are under control\n An agenda set at the start avoids competing for time between the process and your staff’s operational duties\n The indicators, scientifically tested for their validity, and the adaptation (personalization) process translate the meaning of “Values” into the practical reality of your organization and create a shared language for meaningful conversations\n Your senior management team and all participants get a clear understanding of what will happen, how it will happen and why it will happen, through professional communication and interactive workshops\n A clear concept and a well structured process ensure that the project delivers on its promise. Bottom-up suggestions met with respect and implemented with rigor. \n\n
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  • Preparation:\nSend every SM member the indicators list and invite them to\n- correct for incompatibilities of language or concepts with organizational reality\n- mark any indicators that are not relevant for their organization\n- add any missing indicators that describe important values-inspired behavior or outcomes in their organization\n\n\nQuestions for personalization during the workshop:\nWhich important concepts/values do you see covered?\nWhich seem to be missing?\nHow would you express relevant indicators for these?\nWhich indicators do not seem relevant? Why? (capture!)\n\n
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  • Involvement prompts commitment!\nEveryone will be involved from the start, and contribute without fear and in a practical way.\nEveryone will be progressively drawn into the process and be able to make practical suggestions for change, in a structured way.\n\nCommunity groups allow for deeper analysis of how different groups perceive the organization and what their expectations are.\n
  • 1) We analyze the data using the professional standard Stata software, ...\n2) Questions:\n- what do you see here?\n- what else?\n- is this what you expected?\n- what is the greatest surprise?\n3) What are some stories that show how this indicator was present?\nWhat are some stories that show how this indicator was absent/how would the situation have presented itself if this indicator had been present?\n4) What are your suggestions\n- to yourself\n- to the organization\n
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  • Transcript

    • 1. Values Make It Visible accompany
    • 2. WeValue
for
Business Measuring
and
Leveraging
the
Values
driving
your
Organiza6onal
Performance
 A
process
based
on
the
values
indicators
developed
by
the
EU‐funded
ESDinds
project
led
by
University
of
Brighton
and
Charles
 University
of
Prague A
service
brought
to
you
by
accompany
under
the
auspices
of

May 2011
    • 3. Why
are
values
 important? accompany
    • 4. Values‐driven
organizations • are
a@racAve
for
talent • have
a
loyal
customer
base • are
innovaAve • have
a
collaboraAve
and
enthusiasAc
workforce • are
less
exposed
to
risk • reach
be@er
and
more
sustainable
business
results • are
be@er
places
to
work accompany
    • 5. Values‐driven
organizations
seek
to • Achieve
alignment
between
their
own
values
and
the
values
 of
their
people • Achieve
alignment
between
their
values
and
their
behavior • Let
their
people
act
in
alignment
with
their
own
values accompany
    • 6. Values
Alignment Interior Exterior (Values) (Behaviors) Personal Personality Attitude, Habits Organi‐ Rules, Processes, Culture zational Structure Inspired by Ken Wilber’s “Four Quadrants” accompany
    • 7. Values
are
difficult
to
apprehend
for
organizations accompany
    • 8. Values • Some
are
easy
to
agree
upon:
what
organizaAon
would
not
want
to
 count
"integrity",
"respect"
or
"excellence"
among
its
core
values? • Are
oLen
more
a
declaraAon
of
intent
rather
than
a
descripAon
of
 the
current
reality
of
an
organizaAon • May
have
much
overlap
between
them:
what
exactly
is
the
 difference
between
"integrity"
and
"honesty"? • Are
culturally
conAngent:
respect
is
likely
to
have
different
meaning
 for
a
young
Tibetan
monk
than
for
an
Italian
grand‐mother.
Values
 defined
by
the
New
York
HQ
may
be
difficult
to
understand
by
the
 Turkish
branch,
and
this
may
be
difficult
to
understand
for
the
NY
 HQ. accompany
    • 9. Honesty accompany
    • 10. Values
often
cross‐refer
to
each
other Synonym Discussion of HONESTY honesty, honor, integrity, probity mean uprightness of character or action. honesty implies a refusal to lie, steal, or deceive in any way. honor suggests an active or anxious regard for the standards of ones profession, calling, or position. integrity implies trustworthiness and incorruptibility to a degree that one is incapable of being false to a trust, responsibility, or pledge. probity implies tried and proven honesty or integrity. http://www.merriam-webster.com/dictionary accompany
    • 11. We
Value
for
Business
is
built
on
the
foundation
of
 six
values... Integrity Trust Justice Empowerment Care & Respect Unity accompany
    • 12. ...that
have
been
found
to
cover
much
of
the
 "values‐inspired
leadership"
field Field
of
Values‐inspired
Leadership Unity Integrity Empowerment Justice Trust Care & Respect accompany
    • 13. ...from
which
we
have
developed
 qualitative

"indicators"aka
those
habits,
attitudes,
mindsets...
that
show
 that
an
organization
is
values‐inspired

 accompany
    • 14. Em Care &power Trust Unity Integrity Justice Respectment I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator accompany
    • 15. Em Care &power Trust Unity Integrity Justice Respectment I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator I am an indicator accompany
    • 16. Our
mission
statement We
offer
values‐based
organizaAons
the
tools
to
idenAfy,
 through
broad
parAcipaAon
and
a
combined
bo@om‐up
and
 top‐down
process,
how
they
wish
to
give
expression
and
life
to
 their
values,
to
assess
the
current
reality,
to
listen
to
the
 expectaAons
of
their
people
and
to
embark
on
a
journey
of
 conAnuous
improvement. accompany
    • 17. Challenges
in
Business
Organizations Relevance Transparence
of
process Control
of
resource
allocaAon Shared
Language Clarity
and
transparency
of
purpose Risk
avoidance accompany
    • 18. Ambitions
of
the
WeValues
for
Business
Process Broad
parAcipaAon Customized
for
each
client
organizaAon Controlled
costs Precise
planning
and
scheduling Meaningful
conversaAons Cohesion Risk
control accompany
    • 19. How
does
it
work? accompany
    • 20. Preparing
the
field
for
your
organization• Kick‐off
meeAng
with
Senior
Management• CustomizaAon
of
the
indicators
to
be
assessed
for
your
organizaAon• Tailoring
the
survey
design
and
web‐interface
to
your
organizaAon’s
requirements accompany
    • 21. Capturing
the
data• democraAc
process
‐
acAvely
involves
all
of
your
employees• confidenAality
anonymous
survey
/
community
groups
possible
(recommended) accompany
    • 22. Making
sense
of
the
data• computer‐aided
human
analysis
of
the
survey
data• feedback
to
senior
management
team
in
an
interacAve
workshop
for
 relevant
interpretaAon
and
further
deepening• company‐wide
involvement
of
all
employees
in
interacAve
workshops
 facilitated
by
trained
WeValue
consultants
to
gather
life‐giving
stories,
to
work
out
 improvements
and
to
collect
bo@om‐up
suggesAons accompany
    • 23. Putting
the
data
to
best
use• Presenting
bottom‐up
suggestions
to
your
Management
Team• Coaching
your
Management
Team
through
the
elaboration
of
a
shared
 development
plan• Other
optional
outcomes • communication
campaign • mission
statement
writing • core
values
selection
... accompany
    • 24. Process
accompanying Caveat• A
change
process
that
people
do
not
understand,
or
that
people
do
not
trust,
is
bound
to
 fail.• A
change
process
that
is
aborted
half‐way
through
will
be
more
damaging
for
your
 organization
than
no
process
at
all.• A
change
process
that
does
not
lead
to
tangible
change
for
your
employees
will
prompt
 cynicism
and
disempowerment.• People’s
suggestions
must
not
all
be
implemented,
but
they
must
all
be
met
with
respect
 and
gratitude accompany
    • 25. Process
accompanying• We
accompany
your
organization
through
the
entire
process.
Each
step
prepares
for
the
 next
and
at
each
step
your
staff
must
be
properly
informed
of
what
is
happening,
how
they
 are
involved
and
what
is
coming
next.
• We
take
care
of
that
communication
for
you
or,
if
you
prefer,
assist
you
with
it.• We
will
be
available
at
all
stages
of
the
process
for
clarification
or
group
coaching
if
needed. accompany
    • 26. Convinced?
Act
now!• Call
us
to
schedule
an
appointment
with
your
CEO• We
will
walk
her
through
the
process,
give
her
all
required
clarifications,
answer
all
his
 concerns
and
gather
the
data
for
a
detailed
proposal
and
price
estimate accompany
in
collaboration
with 7
coin
du
Lohr,
L‐4987
Sanem 26202283 serge.thill@accompany.lu www.accompany.lu accompany

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