Values: A Manager's Guide

Values sm
Manager's
Guide

CASCADING
TO TEAMS

© 1996 &

Printed in the U.S.A. Designed by Changeworks Solutions for
The Real Learning Company.

This book may not be copied or reproduced by any method–
photographic, electronic, or manual — in whole or in part
without written permission.

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Table of Contents
Section 1 - Setting the Stage
Valuessm ...................................................................................................... 4
Leading a Values Conversation ................................................................ 5
Clarifying Your Values ............................................................................... 8
Values are the Foundation for Success .................................................... 9
Values Replace Rules ................................................................................ 10
Values Provide Guidance ........................................................................ 11
Aligned Values .......................................................................................... 12
Change of Values ...................................................................................... 13
Values Into Action .................................................................................... 14
Value Conflicts .......................................................................................... 15
Section 2 - Personal Values Exploration
Cascading Valuessm to Your Team ........................................................ 16
High Performance Team Exercise .......................................................... 19
Introduction to the Values Cards ............................................................ 20
Personal Values Exploration ................................................................... 20
Using the Values Cards ............................................................................ 21
Arranging Your Values Cards ................................................................. 21
Sorting Your Values .................................................................................. 22
Personal and Organizational Values ...................................................... 24
My Top Six Values .................................................................................... 26
Discussion Questions ............................................................................... 27
Section 3 - Creating Team Values
Team Values Exercise ............................................................................... 28
Aligning Organizational & Team Values .............................................. 29
Values to Action ........................................................................................ 30
Sample Value Statements ......................................................................... 31
Turning Insight Into Action ..................................................................... 32
Appendix:
Explanation of Different Value Clusters ................................................ 35
Social Responsibility: Yellow Cards ....................................................... 36
Mastery: Orange Cards ............................................................................ 37
Self Development: Green Cards ............................................................. 38
Relationship: Blue Cards ......................................................................... 39
Continuity: Pink Cards ............................................................................ 40
Lifestyle: Purple Cards ............................................................................. 41

V A L U E S SM M A N A G E R G U I D E

Valuessm
A Managers Guide to a Cascading Team Values
Conversation

You have just experienced a Values workshop, where you
explored your own personal values, and related them to the
values of your management team or organization.

Many of you have found this process very meaningful. Now you
would like to bring the experience back to your work group or
team.

This is a guide for a manager to conduct a values conversation/
workshop with his or her team. The values conversation will
take from 1 1/2 to 3 hours.

The purpose is to clarify the values that will help the team move
toward their highest level of performance.

In the conversation, the team will

• explore their personal values about teamwork

• create a team values statement

• come to agreement about what those values mean in
action.

This Guide offers the manager the skills and outlines the activi-
ties that are needed to lead the conversation.

4

INTRODUCTION
Leading a Values Conversation

Conversation

Dialogue is “a free flow of meaning between people, in the sense of a
stream that flows between two banks. We are not trying to win in a
dialogue. We all win if we are doing it right. A new kind of mind
comes into being which is based on the development of a common
meaning...People are no longer in primarily opposition, nor can they
be said to be interacting, rather they are participating in this pool of
common meaning, which is capable of constant development and
change. The purpose of dialogue is to reveal the incongruence in our
thought.”

—Physicist David Bohm, quoted
by Peter Senge, The Fifth Discipline.

This is a Guide for conducting a conversation with your work
team. This is different from a traditional training program or
workshop in that you, the work group manager, will act as the
facilitator of the session, with your whole team. You will be
learning together, in order to develop the capability and com-
mitment in your team to achieve outstanding results. In any
conversation process the dialogue between people is where the
discovery begins and the learning takes place.

This Guide invites you, as a manager, to initiate a conversation
with the people on your team.

You have already experienced the Valuessm workshop on your
own, and created your management team’s, values. This Guide
will allow you to bring your own learning and insight to your
team, while allowing your team to create their own values and
reach their own conclusions.
5


These pages provide a structure and format for the experience.
They are intended to create a give and take conversation with
you and your team. There is no right answer to the questions
posed, what is most important is taking an important issue and
finding out how it affects everyone.

The Conversation process is designed so that you will hear from
everyone about how values affect them, and will open up a
dialogue where people exchange different perspectives, feelings
and responses to each issue.

Your role as a manager is changing. The traditional manager
needed to keep things steady, and accomplish a clear task. The
new manager must be a change leader, a person who helps his or
her team move into a new direction, with new rules, new ways,
in an organization that is continually changing. As a team
organization changes, you as a manager will have to lead your
group in changing. One of the ways that groups and teams
change is by shifting their values. So, even in you have already
adopted a team or organizational values statement, this work-
shop will be helpful to reaffirm, change or modify your values in
order to fit your new vision and aspirations.

6

INTRODUCTION

Listening

We often set three simple rules for council: Speak honestly, be brief,
and listen from the heart.

—Lakota Sioux

One of the keys to conducting a conversation is your ability to
listen. Listening without having a stake in any particular out-
come is the attitude that you need to bring to the conversation.

Listening develops our ability to be empathetic and make
decisions which are shared and acted on by a group. Many times
business decisions are not as good as they could be due to a lack
of listening. Someone who is protecting a position has a ten-
dency to block what the ears bring in.

7


Clarifying Your Values
“We’ve learned . . . that the A person’s values answer the question, “what’s important to
soft stuff and the hard stuff me?” Our values comprise the things that are most important to
are becoming increasingly us. They are the deep-seated pervasive standards that influence
intertwined. A company’s almost every aspect of our lives: our moral judgments, our
values—what it stands for, responses to others, our commitments to personal and organiza-
what it’s people believe in— tional goals. We all have belief systems we live by. Our beliefs
are crucial to its competitive and value systems are deeply connected. We are motivated and
success. Indeed, values drive make decisions based on these belief systems and values. Often
the business.” these values are unconscious.

Robert Haas If we all had the same values with the same priorities, it would
Levi Strauss be easy to work in groups together. But in most teams, there is a
Chairman CEO
diversity of values and beliefs. In order to help us work better as
a team and make decisions that lead to commitment and action,
it is necessary to see the range of values that influence the
decision-making process.

Definition

Values are defined by Webster’s dictionary as “a principle,
standard, or quality considered inherently worthwhile or
desirable.” The root for value is valor, which means strength.
Values are sources of strength, because they give people the
power to take action. Values are deep and emotional, and often
difficult to change.

8

SECTION 1
Setting the Stage

Values are the Foundation for Success
Central to a company getting the job done today is its clarity “Values are the bedrock of
about its values. Before mission, vision and strategy, a company any corporate culture. As
or group must come to agreement about what it stands for, in its the essence of a company’s
philosophy for achieving
dealing with customers and the community, and within itself, in
success, values provide a
its dealings with employees. As employees face increasing
sense of common direction
responsibility, making more complex and far-reaching decisions, for all employees and
a corporate values credo is an essential standard for behavior. guidelines for their
How you achieve your goals and vision is as important as the day-to-day behavior.”
goal itself. Julien Phillips

Groups have become concerned with defining their vision of the
future, and their mission, a statement about their purpose. The
vision and mission are incomplete, in that they only define the
major external focus of task energy. In addition to its mission and
vision, a group must also determine how they will work together,
how they will treat each other, and what bonds them together.
People work for different reasons, and want different things
from each other and the organization. It is possible that a group
agrees on a vision and mission, but lapses into conflict because
different people have different values about working together.
Some members might want to work on their own, some want
lots of interaction, while others see the workplace as an arena for
personal competition and “winning” through good results. Team
and individual values exploration will make these differences
explicit, and lead to a shared team values statement.

9


Values Replace Rules
While there will always be differences of emphasis and increas-
ing diversity of values among employees, the creation of consen-
sus about key values is an important task for any group. Em-
ployees at every level must face customers, must make costly
decisions, and deal with difficult balancing acts between compet-
ing priorities. Previously, agreement was generated by having
strict procedures and standards of behavior, under the control of
supervisors. Today, with more empowerment and a greater
sphere of autonomy for individual employees, people need to be
guided not by rules, or by observation by a supervisor, but by
understanding the most important values held by the organiza-
tion. If a decision fits the values, then it is right.

10

SECTION 1
Setting the Stage

Values Provide Guidance
Values are one of our most special achievements as human
beings. A person acts not just in service to personal needs, but
also out of a broader sense of what is important and meaningful.
In fact, values are the deepest and most powerful motivators of
personal action.

Values represent an organizing principle for our lives, as well as
for an organization. What is most important to us to accomplish,
and to do, at work, in our family, and in our personal life and
career, can be described in relation to the values we want to
achieve.

Sometimes we mistakenly think of values as a series of
“shoulds,” telling us what we can and cannot do. This is a very
limited way to see values. Rather, values are energizing, moti-
vating and inspiring. When we care passionately about some-
thing, e.g. value it, we can spur ourselves on to great achieve-
ments. The highest achievements of people and organizations
arise when they feel inspired to accomplish something that fits
their highest values.

11


Aligned Values
When you work in an environment where your work activities
are aligned with what you consider important, the energy,
motivation, desire, and will to achieve even the most difficult
tasks seems to emerge. Therefore, clarifying personal and work
values can be a great resource for an organization.

First we clarify our values for ourselves, and then with our team
and organization. Sometimes, our most important or most
neglected values remain somewhat hidden from us. Unclear or
unknown values can produce conflicts and contradictions that
can make people feel confused, blocked and frustrated.

Values provide the foundation for an organization’s strategy,
mission, and structure. Values are a set of understandings in an
organization about how to work together, how to treat other
people, and what is most important. These understandings form
the core values. In most organizations they are understood,
implicit, but they are seldom discussed. Most organizational and
team values are unconscious, in that they lie below the surface
and are not openly explored or discussed. Bringing them into the
light of day, enhances agreement and connection.

12

SECTION 1
Setting the Stage

Change of Values
Values are the meaning we attach to things. Our earliest values
revolve around our parents and the people who take care of us.
As people grow they develop other values, these revolve around
things we learn about in the larger community and school. These
learned values are associated with our basic growth and devel-
opment. Later we develop values that are related to work,
becoming independent and providing for yourself. Later on
people develop values related to the human community in
general.

In research conducted on American values, it was found that
until recently, values have remained quite stable over time. The
six values ranked highest in 1968 (honesty, ambition, responsibil-
ity, forgiveness, broad-minded, and courageous) were also
ranked highest in 1981. The least preferred values (imaginative,
logical, obedient, intellectual, polite, independent) had similar
stability. In this 13 year period it was also found that American
society was undergoing changes in certain values, there was a
shift away from a collective norm to a more individualized
orientation.

More recently, in our work with organizations, the newer values
of teamwork, independence, and creativity have begun to
emerge in lists of most important values. This signals some
major value shifts in what people want from the workplace, and
how people want their organizations to be designed. They want
more participation and creative involvement in defining not just
what they do, but what the organization is all about — its
essence.

13


Values Into Action
People assume certain basic values, rarely questioning them.
People act out of their values, and different people value different
things. In fact, values are motivators, since when we feel that
something is right and important we will spend a great deal of
effort to achieve it. To be effective, a company needs some
agreement about what it values. It has to turn these values, in
turn, into policies, practices and standards for behavior. A
company’s or group’s values thus focus the behavior of people in
all of their activities.

Questions for all groups to consider

• What do we stand for?

• How do we treat customers?

• What do we mean by ethical behavior?

• What core values are more important to us than profits?

• How do we want to treat each other at work?

• What do we offer our employees for their work effort?

• How do we want to be seen by the community?

• What attitudes and behavior in employees do we want to
reward?

14

SECTION 1
Setting the Stage

Value Conflicts
Sometimes values are espoused, or acted upon, which either
contradict, or are in conflict with other values. These are values
conflicts. What if a company values honesty, but also values a
high sales volume? How or when does the value of honesty
supersede the value of making a sale? Many companies have
been deeply wounded by such value conflicts, most often
because employees did not feel they had a forum to explore or
discuss these conflicts. A values exchange and discussion is
critical to clarifying the limits of behavior and personal responsi-
bility.

For example, one company with a strong values orientation
reported that they were given a huge order from a tobacco
company, with the proviso that they eliminate their corporate no
smoking policy. The company debated the order within every
work group, balancing the need for the order with the challenge
to its values. Finally, the different work groups achieved consen-
sus that the value was more important than the sale, and they
turned it down rather than change their policy.

15


Cascading Valuessm to Your Team
Purpose

This section provides an overview of the conversation process
and desired outcomes; how to introduce the participants to each
other, and initiate conversations about values and the impact of
values on behavior and team performance.

Participants will learn that the “soft stuff,” like values, is the
“hard stuff” that makes or breaks high performing teams. They
will learn to establish ground rules to create an environment that
maximizes team learning and participation. They will also learn
to create group accountability for learning within the workshop
and on the job.

Introduction and Overview of the Session

It has been discovered that at the core of a high performing team
or organization lies a clear foundation of shared values, mission
and vision. In order for every person to be on board to produce
his or her highest level of performance, every individual con-
tributor needs to understand and commit to the core values,
mission and vision – what we call the essence – of the team and
organization.

Our purpose here today is to create a container where we can
work together to agree upon and commit to a set of shared
values.

16

SECTION 2
Personal Values Exploration

The process will help you clarify what your values are, to agree
upon how we want to work together to achieve team goals. We
will spend some time talking about what values are, and the
importance of shared values for high performing teams.

The objectives of the conversation are:

• To explore our own work values

• To develop a set of values

• To assess the extent to which we are living these values

• To create an action plan that brings us closer to living in
alignment with these values.

Deliverables:

• Ground Rules

• Values Cards

• Prioritized Personal Values

• Team Values

• Action Plan

Dialogue on Quote

I would like to ask each of you to reflect for a minute on the
quote you see on the flipchart.

Read the quote on the following page, or if desired post a
prepared flipchart:

17


“We’ve learned...that the soft stuff and the hard stuff are becoming
increasingly intertwined. A company’s values— what it stands for,
what its people believe in—are crucial to its competitive success.
Indeed, values drive the business.”
– Robert Haas,
Chairman/CEO, Levi Strauss

Ask a volunteer to start. Then proceed around the group either
clockwise or counterclockwise, one at a time. Proceed briskly
getting data from each participant.

Note:

• Do not allow commenting, editing, or criticism of each
other’s comments.

• Practice active listening and summarize key points after
everyone has spoken.

• Summarize discussion by pointing out similarities and
differences in themes.

• Make the point that values are the basis of how we work
together, and influence group effectiveness, creativity, and
participation.

Creating a Learning Environment

Much of today will be similar to our first exercise — Today’s
success hinges on your participation. I will be tossing out ideas
for you to discuss or act upon, and then we will debrief what we
have learned as a group.

18

SECTION 2

High Performance Team Exercise
Exercise – 1

We are now going to discuss the impact of values on team
performance. To do that we will break into small groups of 3-4
and share with each other successful team experiences. As you
listen to each other I would like you to capture key themes that
made this a high performance team. Then select someone to
summarize your findings back to the large group.

Think of a high performing team that you have been on. It could
be school, athletic, civic, church, here, or at another job. Think
about what the team accomplished and what made the experi-
ence memorable. Jot down the characteristics of this team.

As a group I would like you to consider...

What were the key characteristics that seemed consistent across
all the experiences?

Just as we have discovered similarities about high performance
teams, research has shown themes of what it takes to create
effective organizations.

19


Introduction to the Values Cards
Along with this booklet, there is a deck of different colored
cards. This deck of valuessm cards contains each important value
on one card. There are some reference cards as well.

Exercise – 2

Use the Values Cards for personal self-exploration or as a tool for
building a work team. Clarifying values for a team and organiza-
tion is an essential activity within an organization. When people
agree on what is most important to them, a shared commitment
can grow.

Like all tools, the cards do nothing by themselves, but rather
help you to clarify your thoughts. The values cards evolved as a
tool for helping people clarify their values. In the beginning
when we asked people about their key values, we found that
some people had difficulty coming up with a comprehensive list.
So, after years of sorting we brought together the most com-
monly expressed values on cards to help people focus on what is
important to them.

20

SECTION 2

Using the Values Cards
There are 48 cards, each one representing a particular value.
Each value has an icon, like the suit from a deck of cards, which
indicate different categories of values. There are five additional
column heading cards labeled as follows:

Always Valued
Often Valued
Sometimes Valued
Seldom Valued
Least Valued

There is a card labeled WILD CARD. If you have an important
value that is not represented in the deck, you can add your own
value by writing it in on the wild card.

Arranging Your Values

Always Often Sometimes Seldom Least
Valued Valued Valued Valued Valued

Value Value Value Value Value
Value Value Value Value

Value WILD Value
CARD
My Own
Value
c
d
a
s
r
21


Sorting Your Values
Begin your personal values exploration by taking the five white
cards that are labeled, Always to Never, and spread them out in
a row (with the Always card to the upper left hand corner), so
that each one will become the top card of five columns. Place
each value card below the card that indicates how central or
important that value is in your life. Sort the cards so there are no
more than ten in each column. It will take some time, and you
will probably end up moving your cards back and forth between
columns. See the arrangement diagram on the previous page for
a picture of how the sorted values columns will look.

At first you may feel that all the values are important to you, and
you will want to put most of them under the “Always” or
“Often” valued columns. But remember, the purpose of the
values sort is to indicate your values in order of their importance
to you, at this time in your life. There have to be some less
important values, because you have to set priorities in your life.
When sorting your values, try to think of specific examples of
how that value applies to your life. If you can’t think of a specific
example, it probably is not your highest priority value.

Sort all 48 values cards into five stacks of ten or fewer cards in
each. Have people sort cards on the tables, and put their tent
name cards on the top of their card sort. When they are finished,
encourage people to step back from their sorted values when
they are done.

While the group is working on the activity, explain the non-
judgmental nature of values.

22

SECTION 2

There are no good/bad, right/wrong values. It is just that
people think/feel certain values are more important than others.
Many conflicts and clashes in society are really values conflicts.

Explain what the different colors of the cards mean. (optional,
use a flipchart)

Ask them to think about the predominance and/or lack of any
color(s) in their personal sort and what that might mean.

Yellow: Social Responsibility

Orange: Mastery

Green: Self Development

Blue: Relationship

Pink: Continuity

Purple: Lifestyle

After you have sorted the cards into the columns, try to arrange
the cards in each column from most important to least impor-
tant. In that way, you will ultimately have sorted all 48 values
from most to least important. This exercise will help you deter-
mine which are the central values guiding your life.

23


Personal and Organizational Values
“If employees know what One of the most important factors leading to greater team
their company stands for, effectiveness is a close link between personal and organizational
if they know what stan- values. Survey data by the American Management Association
dards they are to uphold,
from 1,460 managers and chief executives suggests that an
then they are much more
likely to make decisions understanding of this relationship will provide new leverage for
that will support those corporate vitality. This relationship, when mismanaged, can
standards. They are also provide the breeding ground for conflict and cynicism. The
more likely to feel as if survey provided solid evidence that common values between the
they are an important part individual and the company are a major source of personal
of the organization. They
satisfaction and organizational effectiveness.
are motivated because life
in the company has
The same report by the American Management Association
meaning for them. “
showed that when managers’ values were congruent with the
Terrence E. Deal and values of their companies, their personal lives were in better
Allan A. Kennedy shape, their approach to their job more optimistic, and their
Corporate Cultures
stress lower. A person’s sense of what is important strongly
influences his/her commitment and motivation.

When you work in an environment where your work activities
are aligned with what you consider important, the energy,
motivation, desire, and will to achieve even the most difficult
tasks, seems to emerge. Therefore, clarifying personal and work
values can be of great benefit for a project team.

24

SECTION 2

Now we will move from personal values to create a set of shared
values for your team values that you all agree to commit to. Give
an example of one of your work values and how you make that
value come to life.

Discuss:

What values do you need to express to be a high performing
participant on this team?

How would others know that value was important to me by
observing my behavior?

25


My Top Six Values
In the space below, list your top six values. After writing down
each value, write a specific example of how you express that
value in your work (or in your life), and perhaps also some of
the additional ways that you might act or express that value
more deeply.

1.

2.

3.

4.

5.

6.

26

SECTION 2

Discussion Questions
You can sort the values cards in a number of different ways.
Instead of just asking for your most important values, you can
sort the cards in answer to a number of other questions. For
example, you might ask

• Which values are you the most proud of?

• Which values are the easiest to demonstrate?

• If I was able to watch you during the day, what behaviors
would I notice that demonstrate your commitment to this
value?

27


Team Values Exercise
Exercise – 3

Individually, sort the cards to identify the top six values that are
most important for your success on this team. Ask yourself,
“What values do I need to express to be high-performing mem-
ber of this team?” “How would others know that value was
important to me by observing my behavior?”

Then, each person on the team will share the six values selected.
Notice the similarities and differences. As a team, reach consen-
sus on the six most important values necessary to create a high
performance team. Try to not vote, but to dialogue toward
consensus.

Write the values on the center of the map (core team values).
Ask clarifying questions to help participants understand what
each value means.

Now enter the team values on the value notes card and answer
the two questions on the back:

• Which values(s) does the team sometimes neglect?

• What will you commit to do to ensure this values is
practiced more often?

Discuss these answers in your group.

28

SECTION 3
Creating Team Values

Aligning Organizational Team Values
Exercise – 4

Now its time to align the core team values with the
organization’s values.

In your prior session you worked with others to create a set of
organizational values. Share those with your team. Compare
the similarities and differences between the teams’ core values
and those of the organization.

Ask the following questions:

1. Discuss your thoughts about the organizations values.

2. How do we ensure our team is aligned with the values of
the organization?

Have them enter the organization’s values on their matrix card
and answer the two questions on the back.

If these values were practiced....what kind of behavior would
you see more of? What kind of behavior would you see less of?

Discuss these in your group.

29


Values to Action
Exercise – 5

Write the six team values on a flipchart or a piece of paper: Ask
the team to assign a 1-10 rating on how well we practice each
value. Depending on the size of your team, you may choose to
assign each value to a small group and have them answer the
following questions:

1. On a scale of 1-10 (10 high), I would say we practice living
this value...

2. What behaviors do we need to see more of to fully realize
this value? List them.

3. What behaviors do we need to eliminate to better realize
this value? List them.

4. Because we value..., we commit to...

Generate an agreement for the team from the behaviors listed
above and the commitments needed to support them.

30

SECTION 3

Sample Value Statements
Creativity We seek and promote an environment which is
conducive to imaginative thinking.

Fairness We recognize people as individuals, acknowledge
their differences, and interact with them accord-
ingly.

Integrity Our actions are always aligned with our beliefs.

Honesty We have the courage and tactfulness to be honest
with ourselves and others to achieve positive
results.

or

Achievement Because we value achievement, we commit to:

• Set challenging goals for ourselves, teams, and the depart-
ment

• Accomplish or exceed those goals

• Recognize and celebrate contributions of individuals and
teams

Communication Because we value teamwork, we commit to:

• Identify and respect roles which utilize and develop
individual abilities to best achieve a common goal.

31


Turning Insight Into Action
Exercise – 6

Looking at the listing of supporting behaviors and the degree to
which we live the value, ask the whole group:

What seems to be the most important value for this group to
work on to move to the next level of effectiveness as a team?

Work with the group to prioritize the values into a manageable
number.

Assign a value to each group.

Now, come up with specific action items or plans for a value.
For example, if you come up with general items such as “build
better communication”, the specific action steps would be
activities like “hold weekly meetings with project design team.”

Groups should ask themselves these questions:

• What’s the first step?

• Who will be responsible for making this happen?

• When will it be accomplished?

• How will you know when this action item is complete?

32

SECTION 3

Write specific actions for each value on a page.

Action Step: Who: When:

Seek out group commitment to each action item.

Try to get agreement on each action item. Remember... Silence
does not imply agreement! If there isn’t commitment to the
action item it will fail. It is better to have one or two successful
actions with no failures at this point rather than a long list of
failures.

If a small group is quiet, probe for the unsaid.

• Are we really committed to this action item?

• If not, what’s not being said?

• What is keeping information unsaid?

Write the answers to these questions beneath the action item.
Ask small groups to present action items to large group.

33


Let’s have some thunderous applause for completing such a
challenging task!

I want to remind you that we will be having a follow up meeting
to measure our progress on these action items.

Ask everyone to return to their places in the circle. Ask ques-
tions on content, insights, a-ha’s.

Closing

Ask:

• What about today was most worthwhile?

• What do we need to do to follow it up?

• What did you learn about yourself, the group and the way
you work together?

34

APPENDIX

Appendix:
Explanation of Different Value Clusters
Values mean different things to different people. Some values
represent ideals that we experience as just good in themselves.
These are end values, or what have been termed intrinsic values.
Other values pertain to how one should do things, the style of
action and relationships to others. These are called instrumental
values. The following model represents one way that we have
found useful to classify different types of values.

Different values categories appear on different cards of different
colors. Each color represents a specific category. There are six
areas in which the values are divided. Each represents a different
direction, or preference set. The main categories are

I. Social Responsibility Yellow

II. Mastery Orange
III. Self Development Green

IV. Relationship Blue
V. Continuity Pink
VI. Lifestyle Purple

The center of the model is one’s long standing social values, the
ones that are central to maintaining civilization. Clustered
around this group are four areas: Mastery, Self-Development,
Relationships, and Continuity. These represent four different
directions in which a person develops values. Each cluster is an
important area of development, none more important than
another. Surrounding the values clusters is the Lifestyle
cluster — the choices related to how one lives life. There are
many choices which tend to have more or less importance based
on where one is in his or her life cycle.

35


Social Responsibility
Cluster I: Yellow Cards
The values in this group are often considered good in them-
selves. There is no way to argue or prove, for example, that
“tolerance” is more important than “tradition” or “family.” Each
person simply holds one value more strongly than another,
period.

It should be noted that very few people would consider any of
these values unimportant. However, since we only have a finite
amount of time, life consists of making choices about how we
spend our time and energy. Using the Values Cards will enable
you to look at which of these values are of most central impor-
tance to you in your life. You may find that there are some values
in this category which you consider important, but do not do
much about, and there will be others where you focus most of
your energy.

Fairness Equal oppor tunity

Honesty Sincerity, truthfulness

Tolerance Respectful of differences

Courageous Standing up for your beliefs

Integrity Acting in line with your beliefs

Forgiveness Able to pardon others and let go of hurt

Peace Freedom from war and armed conflict

Environment Respecting the future of the ear th

36

APPENDIX

Mastery
Cluster II: Orange Cards
These values represent the achiever, individualistic pursuits,
where success is defined in terms of mastery, status, power and
position. This value cluster focuses on achievement in the
external world. People motivated by these values want to have
visible achievements, and they want these recognized by others.
They want to be in a position of authority, and to be seen as
“winners” in competitive situations.

The specific values associated with this cluster include the
following cards:

Competence Being good at what I do, capable,
ef fective

Achievement Successful completion of a visible task
or project

Advancement Getting ahead, ambitious, aspiring to
higher levels

Intellectual Status Being regarded as an exper t, a person
who knows

Recognition Getting noticed for effective efforts

Authority Having the power to direct events,
make things happen

Power Control over other people, making them
do what I want

Competition Winning, doing better than others

37


Self Development
Cluster III: Green Cards
These values represent the search for personal challenge, creativity
and self-development. This cluster is associated with experiential
learning, inner-development, self-actualizing, or seeking. The
person with these values wants to be involved in challenging and
meaningful projects that expand his or her capacities. Such people
seek new experiences, and personal development activities.

The specific values associated with this style include the following
cards:

Challenge Testing limits, strength, speed and agility

Self-Acceptance Self-respect, self-esteem

Knowledge Seeking intellectual stimulation, new
ideas, truth and understanding

Adventure Challenge, risk-taking, testing limits

Creativity Finding new ways to do things, innovative

Personal Growth Continual learning, development of new
skills

Inner Harmony Freedom from inner conflict, integrated,
whole

Spiritual Growth Relationship to higher purpose, divine
being

38

APPENDIX

Relationship
Cluster IV: Blue Cards
These values represent people whose primary motivation is seen
in terms of developing personal relationships, helping and
working with other people, feeling part of a group or team, and
sharing experience. People who have a number of values in this
cluster seek validation from other people, and define their
achievements in terms of what they have done for and with
others. They seek contact, communication and community at
work. They value their standing with others. The specific values
associated with this style include the following cards:

Belonging Being connected to and liked by others

Diplomacy Finding common ground with difficult
people and situations, resolving conflict

Teamwork Cooperating with others toward a
common goal

Helping Taking care of others, doing what they
need

Communication Open dialogue, exchange of views

Friendship Close companionship, ongoing relation-
ships

Consensus Making decisions everyone can live with

Respect Showing consideration, regarding with
honor

39


Continuity
Cluster V: Pink Cards
This cluster refers to values which focus on enduring qualities.
This cluster is associated with an appreciation of ongoing
tradition, knowing where things fit and how people will treat
each other. A person with these values does not like surprises or
things out of order.

Tradition Respecting the way things have always
been done

Security Freedom from worry, safe, risk free

Stability Certainty, predictability

Neatness Tidy, orderly, clean

Self-Control Restrained, self-disciplined, unemo-
tional

Perseverance Pushing through to the end, completing
tasks

Rationality Consistent, logical, clear reasoning

40

APPENDIX

Lifestyle
Cluster VI: Purple Cards
This cluster has to do with values that are related to choice of
lifestyle. They focus on preference for a certain style of activity.
Many value disputes are about differences in preferences. This
category has to do with values about personal style that refer to
the ways that people work and live. It has to do with personal
appearance and the way that a person approaches the world. The
specific values associated with this cluster include the following
cards:

Health Maintain and enhance physical well-
being

Pleasure Personal satisfaction, enjoyment, delight

Play Fun, lightness, spontaneity

Prosperity Flourishing, being well-off, af fording what
I want

Family Taking care of and spending time with
loved ones

Appearance Looking good, dressing well, keeping fit

Intimacy Deep emotional, spiritual connection

Aesthetics Desire for beauty

Community Living where neighbors are close and
involved

41


Notes:

42

APPENDIX

Notes:

43

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Values: A Manager's Guide

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