Outline
1. Quick Tour of the Key Terms.
2. What is Value? Type of Values? Types of
Practitioners’ Value?
3. What is OD Core Value?
4. Value Identification Journey
5. The reality of value dilemma and conflict
6. Application - Strengthening our value as
our practice anchor?
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• Core Purpose
• Vision
• Values
• Culture
• Competences
• Performance
Management System
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Key Terms
• Primary role is to guide and inspire
• An effective purpose reflects people’s
idealistic motivations for doing the
organisation’s work, it doesn’t just
describe the organisation’s output or
target customers
• It captures the soul of the organisation
• We can never fulfil a purpose
• Goal - we can achieve
• Business strategy - we can complete
• Purpose - is like a guiding star on the
horizon – forever pursued but never
reached!
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Core
Purpose
(Mission)
The organisation’s most fundamental reason for existence
• A vision refers to the category of
intentions that are broad, all-
inclusive, and forward thinking
• A vision describes aspirations for
the future, without specifying the
means that will be used to
achieve those desired ends.
• The most effective visions are
those that inspire, and this
inspiration often takes the form
of asking for the best, the most
or the greatest
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Vision
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Core
Values
Are the essential and enduring
tenets of individuals
• A system of guiding principles
• It requires no external justification; they
have intrinsic value and importance to
those who process them
• Largely independent of the current
environment
• Values must stand the test of time
• “Ask if the circumstances changed and
penalised us for holding this core value,
would we still keep it?”
• Should be reflective of the organisation’s
vision, mission, strategy.
• Emanates from organisation
(leaders’) beliefs about what led
to success.
• Translates from/into core values
– “what is important to our
organisation?”
• Represented by Norms and
behaviour.
• Ultimately help to shape the
Organisation’s vision, mission,
strategic content.
“the way we do things here.”
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Culture
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Culture: - Configuration
- Constellation
Organisation ArchitectureOrganisation Architecture
Basic Assumptions(Taken for granted solution
for an identifiable problem)and beliefs, and rules and procedures)
Stories(Narratives which focus and influence
other peoples’ understanding of
situations and events. Stories are
important indicators of cultural values
and beliefs, and rules and procedures)
Ethical Codes(A set of moral principles which govern
behaviour. It carries the concern of
what is right and wrong, good and bad
in organisational decision-making)
of complex issues)
Language(Use of words and construct to promote
joint understanding and interpretation
of complex issues)
magicians, legends)
Heroes(Motivators,
magicians, legends)
Values(Timeless principles and guidelines
that determine what people think
‘ought’ to be done or not. Even though
it is intimately connected with moral
and ethical codes, it does not need
to be either)
Logos / SymbolsLogos / Symbols
Metaphors
think is and is not true)
Beliefs(Concerned with what people
think is and is not true)
Norms of BehaviourNorms of Behaviour(Norms are rules for
behaviour which dictate
what is considered to be
appropriate responses from
employees in different
circumstances) Ceremonies, Rites & RitualsCeremonies, Rites & Rituals(Relatively elaborate, dramatically
planned set of activities that
consolidate forms of cultural
expression into organised events)
10“The way people think about things around here”
Culture is the
commonly held and
relatively stable
beliefs and attitudes
that exist within the
organisation
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What is Competence / Competency?(As defined by a number of researchers)
A competence is:• An observable skill or ability to complete a definitive task
successfully
• Clusters of behaviour that are specific, observable and verifiable, and can be reliably and logically classified together –often informed by Values.
• The underlying characteristics of a person - it could be a motive, trait, skill, values, aspects of one’s self-image or social role, or a body of knowledge which he or she uses
• The relevant qualities, attitudes, and skills that lead to effective job performance
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Performance Management System
Measures and
standards
Appraise
Monitor,
assist
and control
Feedback
PlanPersonnel
decisions
Communicate
expectationsDevelop
ARE THESE KEY TERMS CONNECTED? --
Purpose, Vision, Values, Culture,
Competencies, performance management
system.
Thinking has to do with the mind;
Valuing and deciding have to do with the will.
“Valuing – uses the mental faculty and psychological
construct to discern what really matters and then
deliberately choose/decide upon a course of action”
Values are the fuel which drive the engine of desire
to make vision a reality
Vision is first and foremost concerned with values
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The Model of Effective Job Performance
The individual’s
competencies
“mind/will”
The job’s
scope &
working
condition
The
organisational
environment –
culture/value
Effective
specific
actions or
behaviour
Performance and Behaviour are both VALUE IN ACTION
“A values is an enduring belief that
a specific mode of conduct or end-
state of existence is personally or
socially preferable to an opposite
or converse mode of conduct or
end-state existence.”
“A value system is an enduring
organisation of beliefs along a
continuum of relative importance”
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(Robeach 1973:5)
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� “Values are psychological – they
are internal to a person.”
� Organisations as such don’t have
values.
� The values of person shape
his/her behaviour and
organisational behaviour not to
mention the direction taken by
organisations.
� Organisation has to have a high
degree of shared values, or the
organisation and the people in
them flounder and fail.
Therefore an
understanding of
values on the
individual, team,
leadership team, and
the organisational
level is crucial to the
effectiveness of all
OD/LD activity.
Types of Values
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- “What do I want to see happened - achieve?” - a value as a preferred end-state of existence or …
- “How do I want to
achieve it?”- values guide the process of
attaining the terminal values. (Our mode of
conduct)
Type of Values?
• Moral and ethical valueMoral and ethical valueMoral and ethical valueMoral and ethical value
• National and cultural valueNational and cultural valueNational and cultural valueNational and cultural value
• Organisation cultural valueOrganisation cultural valueOrganisation cultural valueOrganisation cultural value
• Professional valueProfessional valueProfessional valueProfessional value
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OD/LD/HR Legacy Values
These are foundational to our field,
dominant in our founders’ writing;
believe if we stick to these core
values, we will create legacy in our
work place, community, society and
in the world
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Those attributes/characteristics
used as a basis for designing
and executing interventions
These are foundation for
practitioners’ approaches in
their work – as to contribute to
the growth of the field
Intervention Values
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Practitioners’ Values
Authenticity Respect
Compassion Empathy
These are practitioner’s values – as an
expression of personal (individual)
attributes or characteristics belonging
to the practitioners, e.g.
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Shull, Church, Burke (2014) Research
• Replicate their 1992 research
• 388 respondents
FINDINGS:
• Practitioners remain largely focused on employee welfare
and driving positive change in the work place
• 5 top values remain as top values in 2014 as in 1992
• empowering employees,
• creating openness of communication,
• promoting ownership and participation
• continuous learning
• Humanistic values
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• Humanistic – belief that people should have opportunities to develop
their full potential
• CHOICE
• Balance between the needs of the organisation and the needs of
the people who work within it
To sum up (Burke 1998:3-4)
• Human development – all people in the organisations should have the
opportunities to learn and grow.
• Fairness – people in organsations should be treated equitably, with
dignity and without discrimination.
• Openness – people in organisations should communicate with one
another in a forthright and honest manner
• Choice – people in organisations should not be subject to coercion and
the arbitrary use of power and authority.
• Balance of Autonomy and Constraints – people in organisations
should have sufficient freedom to perform their work responsibilities as
they see fit, yet must also support the organisation and from time to
time conform to organisational demands for good of the
Founding OD value
Humanism
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• A central tenant in our field
• Working with principles behind how human behaviour, human dynamics operate within the work context – to ensure – if possible – and “all wins” outcome
• Focuses us in building inclusive and
developmental processes that help to bring out the
best in people
• “The value of being human-centred; acknowledge the needs, desires and concerns related to the human system”
Optimism
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• This value would require us to operate from a
“possibility and hopeful” perspective
• When given the right opportunities most human beings can achieve their potential and want to make impact in their world
• Progress is possible and desirable in human
affairs
• The value posits that people are willing to participate and contribute to improve the system they belong to
Participation
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• Strong beliefs that people within the system are
capable to solve their own problems and often are
in possession of both the drive and creative ideas
about how to improve the system they live in
• This value is about people being given an
opportunity and a role to shape the
outcome of the future which will affect them
Fairness
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• The job of the practitioner is both to be vigilant
and to proactively create opportunities to address
the structural inequality and to build inclusive and
fair practices and polices to ensure there is a fair
and thriving work place, society for all
• Focus on the inherent value of all people
regardless of the demographic as well as
cultural differences
Duality of organisation effectiveness
and sustainable organisation healthThe value focus on balancing the work to make the organisation high performing as well as building sustainable healthy organisation
Help the organisation to be both externally focused to do best work for those they serve as well as internally focused – achieving sufficient coherency within the organisation for the people who work there
How to support the organisation to be in a continuous
“developmental” stage
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Global cross-cultural and cross-racial
understanding and collaboration
This value is about not letting FEAR,
JUDGEMENT, ASSUMPTION but rather
CURIOSITY, ANTICIPATION,
LEARNING drive our interaction with
people who hold beliefs, cultural norms
and behavioural patterns that are
different from our norms
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Sources of values and
cultural behavioural
patterns
What are my
CORE VALUE?
What are the
priorities of these
values?
Any evidence
that they are in
action?
My cultural pattern
OD and professional
values as framed by my
own cross cultural
upbringing (14 years in
USA and then 34 years in
Europe - Oxford, UK)
Personality preference
(as shown in multiple
testing on MBTI, Firo B,
16 PF through three
decades)
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Value Conflict
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We want to believe our values are the right ones
We develop a vested interest in our
values
We feel negatively toward people and
experiences that negate our values
We feel positively toward people and
experiences that affirm our values
We care about our value
Once embraced, our value becomes
part of our identity as a person
Value Conflict and Dilemma
Dilemma = A situation in which a difficult CHOICE has to be made between two or more alternatives, especially ones that are either equally desirable or undesirable.
CONFLICT = A serious incompatibility between
two or more opinions, principles,
or interests
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Go back to types of Values
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Moral Moral Moral Moral and ethical valueand ethical valueand ethical valueand ethical value
National and cultural valueNational and cultural valueNational and cultural valueNational and cultural value
Organisation cultural valueOrganisation cultural valueOrganisation cultural valueOrganisation cultural value
Professional valueProfessional valueProfessional valueProfessional value
Soul searching Questions1. Which of my values are negotiable?
Make a distinction between different types of values.
2. How do we navigate through our intrapersonal value dilemmas?
3. How do we navigate through our interpersonal value dilemmas?
4. How to not make others wrong, nor ourselves wrong in the midst of conflict.
5. Make maintaining relationship as our top work.
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Practical Application
Get to know what are the core value that inform our work
Share our core value that informs your work with colleagues and clients – both to educate and create accountability
Pay attention to the gap between our espoused theory and our theory in use
Work on strengthening our value muscle but without getting rigid
Use value to shape outcome that will benefit the system gain
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2
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4
5
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Research evidence on value based benefits• Profits are higher when personal and organisational values are aligned
(Gallup poll)
• Values for trust and camaraderie increase shareholder value (by 37%) (Levering and Moskowitz (2000)
• Companies with an enduring core ideology outperform the stock market and give superior market performance (without making “making profit its primary value”. (Collins and Porras)
• Firms that consider the interests of employees, customers, and stockholders greatly outperform those that do not (Kotter and Heskett)
• Organisation change efforts fail when culture is ignored (Cameron and Quinn)
• Value based leadership increases job satisfaction and bottom line performance (69% of employee job satisfaction stemmed from the leadership skills of managers and 39% of bottom line performance can be attributed to employee satisfaction (Leimbach)
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Leadership skills are VALUES put in action
Strengthening Our Value as Our
Practice Anchor…..to inspire.
Be that practitioner whose values are in action and are
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f) Support the Organisation
to be a high performing,
vision inspire, purpose
focus, value driven and
highly petent productive
organisation
e) Be an encourager,
stimulator, inspirer to
those whom we serve
d) Serve as a role
model for others
c) Aim for collective
goods of most
b) Give a missing
presence of key
value
a) Recognisable by
others