Levi Strauss, AT&T, and Nordstrom conduct values discussions to resolve conflicts between personal and organizational values. This helps ensure employee behavior expresses desired values and commitment to goals. During workshops, employees discuss their personal values and work to agree on shared team values to guide decisions and actions. Clarifying values can help motivate commitment, align actions, and transcend individual conflicts.
Values: The Organization's Cultural BedrockCynthia Scott
By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
Cette présentation a été réalisée dans le cadre d'un stage sur l'innovation de l'enssib en juin 2013. Elle est le versant managériale des innovations et propose une aide à l'accompagnement des changements.
Webianire : La clé du succès : la communication par les couleurs PMI-Montréal
Webinaire : La clé du succès : la communication par les couleurs (Comprendre et s'adapter selon les différentes personnalités DISC)
Présentateur : Nathalie Aubin
Date : 23 janvier 2018
Values: The Organization's Cultural BedrockCynthia Scott
By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
Cette présentation a été réalisée dans le cadre d'un stage sur l'innovation de l'enssib en juin 2013. Elle est le versant managériale des innovations et propose une aide à l'accompagnement des changements.
Webianire : La clé du succès : la communication par les couleurs PMI-Montréal
Webinaire : La clé du succès : la communication par les couleurs (Comprendre et s'adapter selon les différentes personnalités DISC)
Présentateur : Nathalie Aubin
Date : 23 janvier 2018
Etude Apec - Représentations et pratiques de diversité dans les entreprisesApec
quelle place est accordée à la prévention contre les discriminations dans les entreprises ? la promotion de la diversité fait-elle l’objet d’une politique affichée ? quelles motivations entrent en jeu pour mettre en place une politique de diversité ? quels sont les bénéfices attendus ? Comment les entreprises s’engagent-elles en faveur de l’égalité et de la diversité ? quelles actions sont mises en œuvre pour lutter contre les discriminations et favoriser la diversité ? en interrogeant des responsables RH, cette étude révèle les perceptions et surtout les différents niveaux d’actions qui existent dans les entreprises, reflétant ainsi des préoccupations plus ou moins importantes en matière de diversité.
« Deeptech » est un mot que l’on n’a pas fini d’entendre. L’innovation vit un nouveau moment de transformation. Après avoir été tirée pendant plus de 10 années par le digital et la révolution des smartphones, qui ont bouleversé les usages, elle connaît une nouvelle impulsion : une vague liée aux technologies de rupture.
Cet ouvrage qui accompagne le lancement du Plan Deeptech vise à
démultiplier l'action de Bpifrance. Le référentiel qui y est présenté sera la base de l’analyse des projets deeptech chez Bpifrance, pour mieux faire
émerger les startups de demain sur tout le territoire. Nous tenions
également à y associer des acteurs de la deeptech, afin qu’ils puissent
faire part de leur expérience et de leurs conseils à tous ceux qui
souhaitent se lancer.
Support de présentation de la conférence Stratégie Océan Bleu animée par Judicaël Gillet et Marianne Hoyet (BlueMarketing) dans le cadre du Forum Management organisé par ADN Ouest.
Le Cirque du Soleil, l'iPhone, l'iPad d'Apple, la Wii de Nintendo constituent des success stories qui ont bouleversé pour certaines nos habitudes.
Derrière ces success stories : une seule et unique démarche stratégique : la stratégie océan bleu. Vous découvrirez dans cette présentation la réflexion, basée sur des cas concrets, qui ont amené Kim et Mauborgne a conceptualiser une nouvelle démarche stratégique révolutionnaire.
Conduite du changement #collaboratif #InnovationEric Herschkorn
Approche de la conduite du changement pour implémentation de solutions collaboratives.
Une démarche indispensable pour une adhésion et la réussite du projet de transformation digitale de l'entreprise.
Innovations sur le fond et sur la forme orientée "expérience utilisateurs" #UX
La note de synthèse d'une habilitation à diriger des recherches en sciences de gestion. Elle clôture 9 ans de recherche dans le domaine du marketing, de la publicité, du digital et de la créativité.
Problem Solving VS. Polarity Management: You need to know the difference!SAPICS .
Critical Thinking for Supply Chain Leaders - Polarity = An interdependence between two ends of a continuum where both ends represent opposites that NEED to exist to ensure the long-term success of an entity. Presentation compiled by Brian Atwater PhD, CPIM, Jonah & Paul Pittman PhD, CFPIM, CSCP, Jonah
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
Etude Apec - Représentations et pratiques de diversité dans les entreprisesApec
quelle place est accordée à la prévention contre les discriminations dans les entreprises ? la promotion de la diversité fait-elle l’objet d’une politique affichée ? quelles motivations entrent en jeu pour mettre en place une politique de diversité ? quels sont les bénéfices attendus ? Comment les entreprises s’engagent-elles en faveur de l’égalité et de la diversité ? quelles actions sont mises en œuvre pour lutter contre les discriminations et favoriser la diversité ? en interrogeant des responsables RH, cette étude révèle les perceptions et surtout les différents niveaux d’actions qui existent dans les entreprises, reflétant ainsi des préoccupations plus ou moins importantes en matière de diversité.
« Deeptech » est un mot que l’on n’a pas fini d’entendre. L’innovation vit un nouveau moment de transformation. Après avoir été tirée pendant plus de 10 années par le digital et la révolution des smartphones, qui ont bouleversé les usages, elle connaît une nouvelle impulsion : une vague liée aux technologies de rupture.
Cet ouvrage qui accompagne le lancement du Plan Deeptech vise à
démultiplier l'action de Bpifrance. Le référentiel qui y est présenté sera la base de l’analyse des projets deeptech chez Bpifrance, pour mieux faire
émerger les startups de demain sur tout le territoire. Nous tenions
également à y associer des acteurs de la deeptech, afin qu’ils puissent
faire part de leur expérience et de leurs conseils à tous ceux qui
souhaitent se lancer.
Support de présentation de la conférence Stratégie Océan Bleu animée par Judicaël Gillet et Marianne Hoyet (BlueMarketing) dans le cadre du Forum Management organisé par ADN Ouest.
Le Cirque du Soleil, l'iPhone, l'iPad d'Apple, la Wii de Nintendo constituent des success stories qui ont bouleversé pour certaines nos habitudes.
Derrière ces success stories : une seule et unique démarche stratégique : la stratégie océan bleu. Vous découvrirez dans cette présentation la réflexion, basée sur des cas concrets, qui ont amené Kim et Mauborgne a conceptualiser une nouvelle démarche stratégique révolutionnaire.
Conduite du changement #collaboratif #InnovationEric Herschkorn
Approche de la conduite du changement pour implémentation de solutions collaboratives.
Une démarche indispensable pour une adhésion et la réussite du projet de transformation digitale de l'entreprise.
Innovations sur le fond et sur la forme orientée "expérience utilisateurs" #UX
La note de synthèse d'une habilitation à diriger des recherches en sciences de gestion. Elle clôture 9 ans de recherche dans le domaine du marketing, de la publicité, du digital et de la créativité.
Problem Solving VS. Polarity Management: You need to know the difference!SAPICS .
Critical Thinking for Supply Chain Leaders - Polarity = An interdependence between two ends of a continuum where both ends represent opposites that NEED to exist to ensure the long-term success of an entity. Presentation compiled by Brian Atwater PhD, CPIM, Jonah & Paul Pittman PhD, CFPIM, CSCP, Jonah
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
Reputational Mechanisms in Public Procurement ChileCompra
Reputational Mechanisms in Public Procurement. Felipe Goya, Director de ChileCompra, II Multilateral Meeting On Government Procurement. MMGP, Roma, Italia, 15, 16 y 17 de junio de 2010.
Дистанційна Академія ВГ "Основа". Презентація до вебінару "Педагогічне портфоліо. Частина 3" (сервіси веб 2.0, створення блогу, наповнення блогу)
Distance Academy PG "Osnova". Presentation of the webinar "Pedagogical Portfolio. Part 3" (Web 2.0, create a blog, blog content)
Die MAP FOR GOOD von fundraising2.0 ermöglicht erstmals einen Überblick über die in Deutschland verfügbaren Online-Fundraising-Instrumente. Sie wurde erstmals vorgestellt auf dem fundraising2.0 CAMP im Januar 2011 in Berlin. Weitere Informationen auf www.fundraising20.de
Además de artículos de revistas, en PSICODOC se incluyen capítulos de libros compilados, actas de congresos y libros.
Puede introducir una palabra o palabras que estén contenidas en el título editor de la publicación
A Radar é uma miscelânea de ideias, temas e insights. A Radar é uma intersecção entre arte, media, cultura, inovação e comunicação. A Radar é o novíssimo projecto da Lowe Lisboa. A Radar é uma revista digital bi-mensal.
Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.
Luke Hohmann, author of "Journey of the Software Professional":
Software development is a social activity. How do our values provide structure to solving problems, create expectations, and guide behavior? In turn, how are our values changed?
DEVELOPING CORE VALUES IN ORGANIZATIONS
*
DEVELOPING CORE VALUES IN ORGANIZATIONS
Core values is a summary of creativity innovative hardworking integrity among many,Core values need to be put in good language so as to bring them out clearlyCore values should paint good picture
When we talk of core values some words pop up in our minds automatically. Words like integrity, creativity, hardworking among many others. This words if not put down in good language they are just meaningless to the employees, actually some won’t even know the core values. Core values should paint a good picture to your employees as to why they get up early in the morning to come and work for you (Hirsch, 2009).. This is by including your mission and vision in the core values hence pointing all the employees to one direction and by this a team will have been created. Developing a strong set of core values is a primary key to create a good culture in the company
*
DEVELOPING CORE VALUES IN ORGANIZATIONS
core values should be started with verbs
Core values are actions hence the need to start them of with verbs
It adds meaning to them when started with a verb
In developing core values one needs to start them with a verb. Core values are how employees should act while in the organization and acting means doing something hence the need to start them off with a verb since it will help to add meaning to the core values. A good example is when u want the employees to be respectful don’t just say “respect” write it as “show respect to one another” that would be much better (Douglas, 2010).
*
DEVELOPING CORE VALUES IN ORGANIZATIONS
Staff involvementComing up with a list of core values and giving the public to review itGetting the feed backLet every employee be involved
Staff involvement when developing core values will come in handy. Come up with a list of the core values you as the owner have in mind then give it to your staff asking them if that is what makes the organization special. Wait for the feedback and if they don’t agree with it then it needs to be revised (Douglas, 2010). . Something about staff involvement is letting your feedback group be large enough so that every ones opinion is counted but the group to come up with the core values to be smaller so as to avoid too much language on the edits.
*
DEVELOPING CORE VALUES IN ORGANIZATIONS.
Coming up with catch phrasesmotivates all to work as a teamFor example, alone I walk faster together we walk further.This is what defines your work place making you unique.
Being unique is one way to develop an organizations core values. That is by coming up with your own catch phrases such as “alone I walk faster but together we walk further”. By this everyone will be working towards one goal and the core value would have found purpose (Hirsch, 2009).
*
DEVELOPING CORE VALUES IN ORGANIZATIONS
In the process of developing the core values you may end up developing a cult in the proce.
This ppt is a part of an assignment done at The Assam Kaziranga University in Jorhat. Human Behavior in Organizations is the subject dealing with this topic.
Resetting Values in the aftermath of the banking crisisPaul Sweeney
In the aftermath of successive banking scandals, investigations have rightly identified a failure to “walk the talk” - actions have not been aligned with values.
It may be tempting to believe that a renewed push on resetting and embedding values will change behaviours.
And indeed it is a good start, but all our experience tells us that other factors are at play.
This was an assignment for my Organizational Behavior class that was on understanding different values across cultures and being able to use that information. As a manager, you would want to be very aware of the many kinds of differences between employees so that you can better interact with employees as well as facilitate a group effort from all of your employees.
I was wondering - what, exactly are values, and how relevant are they to what we do, and what we want to encourage others to do...here's my attempt to answer those questions. Cheers, Stewart
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
2. Here’s how companies such as Levi Strauss, AT&T, and Nordstrom
conduct a values discussion to resolve conflicts between people’s
personal values and those of their team or organization. The result
is behavior that expresses the desired values and workers’
commitment to company goals.
How To Link
PERSONAL VALUES
With
TEAM VALUES
A
round tables in a large meeting room, the 200
top worldwide managers of the largest divi
sion of Levi Strauss were selecting their key
personal values from a deck of 50 “values cards.” Each
person arranged the cards according to his or her most
important and least important values, and then placed
his or her name card on the piles. Next, the whole
group walked around the room looking at each array.
People were amazed at the diversity of the values and
at the range of values people selected as most impor-
tant. They could begin to understand how the values
lay behind each manager’s workstyle. Each table of
participants then had a rich discussion on how their
values led them to act the way they did at work.
BY DENNIS T. JAFFE AND CYNTHIA D.SCOTT
Training & Development, March 1998
3. Next, people at each table came Robert Haas noted his philosophy in challenges. Values work is no longer
up with a set of seven core values an interview in Harvard Business Re- a soft, fuzzy pursuit.
that they felt should be adopted by view: “We’ve learned...that the soft Personal values provide an impor-
the whole division. There were lively stuff and the hard stuff are becom- tant bridge to team values that every-
debates about which ones were most ing increasingly intertwined. A one can commit to. Personal values
important for their work and were company’s values—what it stands for, are real in that they help guide
essential to continued high perfor- what its people believe in—are cru- people’s behavior. Thought of in that
mance. Each table then shared its pro- cial to its competitive success. Indeed, way, clarifying values can help teams
posed values with the whole group. values drive the business.” with the following key actions to
A recorder wrote the common val- At Levi Strauss, a simple statement achieve excellence:
ues on a flipchart at the front of the isn’t enough. Values are considered Motivate commitment. Values can
room and tallied the most frequently a living element and evolving foun- help employees find meaning and
named ones. Next, a company leader dation behind every business deci- purpose in their work, care about
shared his core values and the sion. Values exploration is not a one- what their companyis doing, and link
thoughts behind them. The whole time event, but a continuing process their individual efforts to those of the
group then worked to develop a set in which people look at what is im- entire company.
of shared values. Last, small groups portant and how that importance is Align action. With employees having
worked with each core value to cre- expressed in action. to make many complex decisions,
ate a Values Statement that reflected values offer a set of guiding principles.
their understanding and application Essence based Transcend individual conflicts. Values
of each value to their work. We call an organization that is aware provide a language and way of un-
Participants didn’t stop there. Many of and focused around its core val- derstanding individual differences.
have used the workshop’s design and ues, vision, and mission an essence- They also help open the door for
values cards to lead their own teams based organization. As we continue nonjudgmental acceptance of differ-
in a similar values discussion. to live in a world of continual change, ent ways of doing things.
Why is Levi Strauss, a company what can be constant and unchang- Values are powerful motivators. They
known for its strong values defined ing are an organization’s core values. represent an organizing principle for
in a Corporate Aspirations Statement, A company that commits to defining people’s lives, as well as for organi-
spending valuable management re- and leveraging its employees’ values zations.
treat time looking yet again at per- is developing its strength and capa- The word value is defined by
sonal and organizational values? CEO bility to meet future Webster’s as “a principle, standard, or
A STARTING POINT
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
When we started to ask about key Self-development what they’ve done for and with oth-
values, we found that some people The values in this category repre- ers. They seek contact and com-
had difficulty coming up with a sent the search for personal chal- munity at work, and they value their
comprehensive list. So, after many lenge, growth, and creativity. This standing with others.
years of collecting lists of values, cluster is associated with experien-
we created a values kit to help in- tial learning, inner-development, Continuity
dividuals and teams sort their val- self-actualization, and challenge The values in this category focus
ues. The following categories rep- seeking. People with these values on enduring qualities and maintain-
resent the main areas in which we want to be involved in challenging, ing the status quo. Such values are
have grouped our values search. meaningful projects that expand associated with an appreciation of
their capabilities. They value new tradition—knowing where things
experiences and personal develop- fit and how people will treat each
Mastery ment activities. other—and with control and pre-
Values in this category represent dictability. People with these val-
individual pursuits, in which suc- Relationship ues don’t like surprises or things
cess is defined in terms of mas- This values cluster represents people out of order.
tery, status, power, and position. whose primary motivation is seen
This value cluster focuses on in terms of developing personal re- People
achievement in the world. People lationships, helping and working This cluster of values is about how
motivated by such values seek vis- with other people, feeling part of a people feel they should treat oth-
ible achievements and recognition group or team, and sharing experi- ers and the underlying principles
from others. They want to be in ence. People with these values seek that guide personal relationships.
positions of authority and seen as validation from others and define
winners in competitive situations. their achievements in terms of
Training & Development, March 1998
4. quality considered inherently worth- applies that value in an individual
while or desirable.” The root for value way, learning new tips and actions
is valor, which means strength. Val- from colleagues continually. Thus,
ues are a source of strength because one value leads to employees creat-
they give people the power to take ing new ways to act on that value.
action. Values are deep and emotional, However, because people value dif-
difficult to change and often uncon- •Values work ferent things, gaining consensus about
scious. key values is important for any group.
Personal values change over time, is no longer Nordstrom employees at every level
just as organizational values need to, a soft, must face customers, make costly
because the environment people live decisions, and balance competing
and work in is changing. One’s val- fuzzy priorities. Traditionally, consensus has
ues adapt. Sometimes, people (mis- been achieved through strict proce-
takenly) think of values as “shoulds” pursuit • dures and standards of behavior, un-
on what to do and not do. Rather, der the control of supervisors. Now,
values are energizing, motivating, and with employees’ greater empower-
inspiring. When people care passion- for having a team talk about its most ment and autonomy, they need to
ately about something—in other important values and coming to con- be guided not by rules or a supervi-
words, value it—they can spur them- sensus on those it supports. sor, but by an understanding of their
selves to great achievements. At work, as in other areas of life, organization’s most important values.
If people all had the same values people assume certain basic values If a decision fits the values, then it’s
with the same priorities, it would be exist, and they act on them. But rarely right.
easy for them to work together in do they define them clearly or ques- A team’s values must also link to
groups. But in most teams, there’s a tion them. Organizations must de- each member’s personal values. A
diversity of value and beliefs. To work termine their values and incorporate recent survey of 1,460 managers and
better as a team and make decisions them into their policies, practices, and CEOs by the American Management
that lead to commitment and action, standards for behavior. Company or Association suggests that understand-
it’s necessary to recognize the range group values can motivate people ing that link can enhance corporate
of values that can influence decision to act and focus their behavior in all vitality. The survey shows that when
making and to agree on their priority. of their activities. people’s personal values are seen as
In conducting values workshops For example, Nordstrom asks em- congruent with their company’s val-
with more than 200 organizations, we ployees to act according to one value: ues, their personal lives are better and
found that these core values come satisfying customers. Each employee they feel more optimistic about their
up routinely:
* integrity
* competence A REAL-WORLD TEAM VALUES STATEMENT
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* teamwork A major outcome of the values re- vironment that supports team mem-
* communication treat for the AT&T southwestern area bers cooperating to achieve our
* autonomy management team was a values common goals. Our motto is “We,
* creativity statement that included behavior that not me.”
* personal growth. team members would expect to see Value: integrity. Act in line with the
That gives us a picture of the kind more or less of if people were act- beliefs of your team, organization,
of values people want to see reflected ing on each value. or other unit.
in their workplaces. Such values sup- Value: personal growth. We en-
port high performance. It’s powerful Here’s a look at the team’s state- courage people to take ownership
to see what happens when a com- ment: of their individual learning plans,
pany or team tries to put those values Value: communication. Provide for which address their personal needs
into action, in its own unique way. open dialogue and the exchange and desires.
of views. Value: achievement. Because we
Accept no substitute Value: creativity. We’re committed value achievement, we commit to
First, it’s essential for a team to clarify to a spirit of entrepreneurship and quick decision making, in which
its values. When team members col- the innovation of new ways to we win early and often, and to the
laborate on what’s most important to achieve success. imperative “Just do it!” with guts
them, a shared commitment can Value: competency. We will embrace and courage.
emerge. You can’t just give a team or competency enthusiastically, always Value: family. We recognize and
an organization a values statement, seeking to share and gain knowl- acknowledge the importance of our
as some leaders try to. They can sug- edge at every opportunity. families and their contribution to
gest important values, but there’s no Value: teamwork. We foster an en- our success.
substitute or short-cut
Training & Development, March 1998
5. jobs. The lack of a relationship be- When teams and organizations
tween employees’ values and com- take their employees’ values seriously
pany policies can be the breeding and strive to live by them, they send • Participants saw
ground for conflict and cynicism.
The utilities company, Puget Sound
an important message. They dem-
onstrate that they’re ready not to ac-
how different values
Power, initiated a series of focus commodate everything employees were sometimes
groups to explore personal and or- want, but to at least reflect seriously
ganizational values. After looking at about their needs. That helps mint the root of work
the company’s core values, the the currency between individuals and
groups examined how those values an organization-trust and credibility. disagreements •
linked to workers’ individual values. In addition, respecting employees’
They found that employees felt pres- needs is likely to get them to help values on a large Values Map, which
sured to find personal time while their company respond to challenges. each team could display.
achieving high work performance. And it makes it clear to current and One of the division goals was to
Identifying that stress led to explor- prospective employees what a com- create a virtual organization, in which
ing ways to maintain work and fam- pany stands for. people worked in teams at widely
ily balance. The values discussion dispersed locations. After the work-
brought to the surface issues that in- Not just motherhood shop, each manager received mate-
terfered with people’s commitment and apple pie rials and was encouraged to hold a
to the company. Crucially, it then AT&T’s southwest area managers similar workshop with his or her team.
helped minimize or overcome the held a workshop to explore personal In telephone interviews two
conflicts. and organizational values. The work- months following the workshop, par-
shop used values as a framework to ticipants were still enthusiastic about
Hello, walls build commitment and alignment the results and gave specific examples
Too many companies and teams cre- between individuals, teams, and the of how it was useful. More than half
ate values statements for the walls company. The expectation was that of the managers had implemented
rather than to change behavior. When by generating shared values, teams (or were about to implement) the
we showed one management team would be better able to resolve day- values workshop with their teams.
to-day hassles and act in ways that They reported the following key
• Too many supported the entire company. benefits:
As in the Levi Strauss workshop, * learning about each other
companies and each manager defined his or her * understanding and respecting diver-
personal values and shared them with sity and individual differences
teams create values others. Then, the participants identi- * balancing different perspectives
statements for fied values that defined high perfor-
mance within their teams. After much
* helping create a team
* overcoming conflict between
the walls • discussion, each team developed a people.
team values statement of the behav- The managers felt that the best use
a list of values, it asked where the list iors it wanted to see more of and of the values were with team mem-
came from. We revealed that it was less of from team members. The val- bers who were in conflict or with
from the team’s own executive re- ues weren’t just motherhood and whom managers were having diffi-
treat the previous year. apple pie. Indeed, after agreeing on culty. The use of values enabled team
A team or company has to specify the first four values, the group had a members to look at differences in a
the kinds of behavior that would re- lively debate on the importance of nonjudgmental way and discuss
sult if people followed the identified second-tier values. The discussion working together more effectively.
values. What would people try to do went beyond abstract statements to
and not do? How can an organiza- specify exactly what each value How to conduct
tion reward such values? One com- meant. a values workshop
pany had a value on teamwork, but The workshop led to a greater ap- We have created a format for a team
rewarded managers for individual re- preciation of people’s diversity. Par- to initiate a discussion of values, con-
sults. Companies have to consider ticipants looked at each others’ key ducted by a trainer or an external
how they may be making it difficult values and saw how different values consultant or by the team’s leader or
to sustain values and what they can were sometimes the root of work manager. We prefer teaching manag-
do to minimize the conflicts that re- Participants saw how different val- ers how to conduct such discussions
sult from people’s personal values not ues were sometimes the root of work because we find that when a man-
being the same as others’ values or disagreementsdisagreements. The ager takes time to participate, that’s
their organization’s. group placed its individual and team more likely to lead to real
Training & Development, March 1998
6. change. It demonstrates that the * What do we stand for?
leader is taking team values seriously. • Often, a team * How do we treat customers?
The workshop can be held by one * What do we mean by ethical be-
team or several at separate tables. has certain values havior?
Each team can work on its own val- * What core values are more impor-
ues statement or help define a set of it feels are esposed but tant to us than profits?
values for the whole organization. not acted on • * How do we want to treat each
Step 1: Defining personal values. other at work?
Begin with personal values. Because (their personal values) on how they * What do we offer employees for
people have different values, that want to work together as well as the their work efforts?
helps participants see how many dif- values for achieving organizational * How do we want to be seen by the
ferent priorities can exist. People can and team goals. outside community?
identify their personal values with- After participants have sorted their * What employee attitudes and be-
out further clarification, but we find personal values, they select five val- haviors do we want to reward?
that listing common values on a ues they want expressed at work. At this point, each value must be
flipchart or giving people values cards Because not all of their personal val- substantiated through one of two ac-
gets more diverse ideas about what’s ues will be appropriate for the work- tivities. One, participants can exam-
important. place, they should select ones they’re ine each value and discuss the be-
A Personal Values Exploration starts willing to live by. Next, they take turns haviors they’d like or expect to see
with participants sorting their per- reading their number 1, most impor- more or less of if people expressed
sonal values into the categories “very tant values, which a recorder puts that value at work. Two, they can
important,” “somewhat important,” on a flipchart. If a value is already on create a statement that expresses how
and “less important”—indicating how the chart, the recorder places a check the team or company views particu-
central each value is in their work or after it. Participants continue in like lar values.
lives. They may feel initially that all fashion until all values are recorded. Often, a team has certain values it
of their personal values are equally The participants then list the val- feels are espoused but not acted on.
important, but the purpose of the ues in descending order of impor- It might select which values it needs
values sort is to indicate values in tance—from the one with the most to develop or which are expressed
order of their importance at that time check marks to those with no check but neglected. Then, team members
in their lives. They should try to think marks. The result is a prioritized list can identify ways they can practice
of specific examples of how each of team values. Participants can also such values within their group. That
value applies to their lives. If they cluster some of the important values can be a deep and powerful discus-
can’t think of specific examples, the that are similar and give the clusters sion, but it demands a high level of
value probably isn’t a high priority. names that combine the meanings trust and willingness to raise issues.
Step 2: Sharing values with the of the values in them. Values are only one part of the
team. After participants sort their val- Step 4: Creating a charter of team renewal process in an organization
ues, it’s time to share them with the values. Each team can now use its seeking employees’ commitment or
team. Each member places a name list of key values as a foundation for a new direction. Exploring individual
tag at the top of his or her values list. discussion. It can discuss the key and team values is a critical founda-
Then, the group walks around the values and ways that team members tion for major organizational change.
room looking at everyone’s list, with- express them in their behavior. They A company must combine a values
out commenting. Next, each partici- can ask which values aren’t expressed exploration with defining its vision
pant chooses the person with the frequently enough or tend to be for- and mission. That leads to organiza-
most similar values and has a discus- gotten—and which seem dispens- tional strategy and goals. A values
sion with that person on those val- able or are neglected in times of pres- discussion is critical because it helps
ues. The goal is for people to clarify sure. Such questions help team mem- clarify and align how a company will
together which values are central to bers explore to what degree they reach its goals. It’s also a pathway for
their shared work. actually live their values and which an organization to link its values with
Step 3: Creating a team values are espoused but may be neglected employees’ personal values. That, in
credo. In this step, team members or ignored. The team might identify turn, is the basis for employees’ com-
work together to define their shared some behaviors of a member that mitment to the work of their organi-
values. Taking off from the individual reflect a particular value, in order to zation. •
values lists and an understanding of clarify the value’s essence and impli-
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the diverse values in their team (or Dennis T. Jaffe and Cynthia D.
cations. Scott are founding pricipals of
larger group, business unit, or orga- Here are some additional ques-
nization), they now must come up Changeworks Consulting, 461
tions to consider in creating a team Second Street, Suite 232, San
with a statement of shared values values statement: Francisco, CA 94107-1416.
Phone 415.546.4488
www.changeworksglobal.com
Training & Development, March 1998