Académique Documents
Professionnel Documents
Culture Documents
People demonstrate and model the values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction. Organizational values help each person establish priorities in their daily work life. Values guide every decision that is made once the organization has cooperatively created the values and the value statements.
Page 3
Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced. Organizational goals are grounded in the identified values. Adoption of the values and the behaviors that result is recognized in regular performance feedback. People hire and promote individuals whose outlook and actions are congruent with the values. Only the active participation of all members of the organization will ensure a truly organization-wide, value-based, shared culture.
Values form the foundation for everything that happens in our workplace. It permeates the workplace. We naturally hire people who share our values. Whatever our value, will largely govern the actions of our workforce. Sample Workplace Value-based Actions If we value integrity and we experience a quality problem in our manufacturing process, we honestly inform our customers of the exact nature of the problem. We discuss our actions to eliminate the problem, and the anticipated delivery time the customers can expect. If integrity is not a fundamental value, we may make excuses and mislead the customers. If we value and care about the people in our organization, we will pay for health insurance, dental insurance, retirement accounts and provide regular raises and bonuses for dedicated staff. If we value equality and a sense of family, we will wipe out the physical trappings of power, status, and inequality such as executive parking places and offices that grow larger by a foot with every promotion. Whatever our Value Is What we Live in our Organization I know, as an individual, what I personally value. However, most of us work in organizations that have already operated for many years. The values, and the subsequent culture created by those values, are in place, for better or worse.
Page 4
Process
Values exist in every workplace. Our organizations culture is partially the outward demonstration of the values currently existing in our
Page 5
Identify the values that currently exist in our workplace; Determine (assess)if these are the right values for our workplace; and Change the actions and behaviors by which the values are demonstrated, if necessary.
To really make a difference in our organization, we need to do all the three above. Values Development Process How to develop and articulate shared workplace values? While the focus is on values identification and alignment, we can use this process to develop any product or course of action that needs widespread support, enrollment in, and ownership from our staff. It is used successfully to help organization develop mission statements, visions for the future, relationship guidelines and norms, prioritized action plans, and departmental goals. Steps in a Values Identification Process To identify organization values, we bring together our executive group to:
Learn about and discuss the power of shared values; Obtain consensus that these leaders are committed to creating a value-based workplace; Define the role of the executives in leading this process; and Provide written material the executives can share with their reporting staff.
Page 6
Share any written materials as well as the spirit and context of the executives values discussion with every individual in your reporting group. Promote the rationale for, need for, and desired organizational impact of the process. Make certain our reporting staff members understand the importance of their participation in the process. Assure that every member of our reporting group is signed up for and attends a session. Answer questions and provide feedback about any staff concerns to the rest of the executive or cross-functional group leading the process.
Values Identification Workshop Overview The facilitator begins the sessions with a brief overview, since the rationale and process have already been communicated by organization leaders. Key concepts include the following.
By: Mohamed Ahmed Mohamed Salem Page 7
Each person brings his or her own set of values to the workplace. Sharing similar or agreed upon values at work helps clarify: --expected behavior and actions to each other and customers, --how decisions are made, and --exactly what is important in the organization.
Steps in Workplace Values Identification During the workplace values identification session, participants begin by identifying their own individual values. These are the five-ten most important values they hold as individuals and bring to the workplace every day. It is the melding of all of the values of the members of our workforce that creates our current work environment. This process will be most effective when participants work from the list of possible values we mentioned above. People voluntarily post the values that each person has identified as their most important. Then, everyone in the session walks around to look at the various lists. This is a learning opportunity and can provide great insight into the beliefs and needs of coworkers. we can ask people to verbally talk about their list of values with another individual in a mutual sharing. Participants then work with a small group of people, from across the organization, to identify which of their personal values are the most important for creating the environment the group wants to live in at work. Participants in the small groups then prioritize these identified values into a list of five-six they most want to see expressed at work. When the small groups have completed their task, they share their prioritized lists with all session participants. Generally, some of the values appear on each small group list. In a larger organization, these prioritized lists are tallied across all sessions for frequency and meaning. In a small organization, in which everyone is participating simultaneously, prioritize and reach agreement on the most important values. Value Statements
By: Mohamed Ahmed Mohamed Salem Page 8
Reach consensus on the values; develop value statements for each of the prioritized values; and Share the value statements with all staff for feedback and refinement.
Staff will discuss the draft value statements during organization-wide meetings, where possible. The total group adopts the values by voting when the organization believes the value statements are complete. Problems might encounter the implementation (resistance to change) No matter how well designed and planned our change program is, not everyone will be singing its praises.
Page 9
Page 10
Followers
Objectors
Page 11
What can we do now? One thing we can do in managing resistance is work with our key employees to construct a Force Field analysis diagram using Kurt Lewins Force Field Analysis technique. This will give us a powerful indication of where we will need to devote our energies.
Page 12
Tips for Overcoming Resistance to Change Treating the forces against change is a more productive use of resources than simply reinforcing the forces for change. Choose the most powerful of the restraining forces and devote time and energy to weakening these. Think of how we could apply the drivers for change we identified in our analysis to either weakening or eliminating an opposing force. Show the fiercest resisters whats in it for them. Appeal to them either in terms of personal gain (such as status, salary bonus, recognition, and so on) or loss avoided (such as financial loss or job outplacement prevented). Get customers or suppliers to explain to change resisters face to face how the current situation disadvantages them in concrete terms. Put resisters on teams that allow them to play some decision-making part in the change process, however small.
Page 13
The Leaders' Role Following the Workplace Values Process Following the values identification and alignment sessions and agreement on the values, leaders, with staff, will:
Communicate and discuss the mission and organizational values frequently with staff members; Establish organizational goals that are grounded in the identified values; Model personal work behaviors, decision making, contribution, and interpersonal interaction that reflect the values; Translate the values into expectations, priorities, and behaviors with colleagues, reporting staff, and self; Link participation in the adoption of the values and the behaviors that result, to regular performance feedback and the performance development process; Reward and recognize staff members whose actions and accomplishments reflect the values in action within the organization; Hire and promote individuals whose outlook and actions are congruent with these values; and Meet periodically to talk about how the group is doing via living the identified values.
Make This Workplace Values Process Not Just another Exercise Cautions:
Dont oversell the process. Always anchor, or relate the values expressed to real world problems.
Page 14
Encourage people to identify examples where there is a gap between values, or beliefs, and behavior. Remember that you are not going to alter a person's values and beliefs by talking about them. Values clarification exercises are, at best, an opportunity to share them, not change them.
If we want our investment in this workplace values identification and alignment process to make a difference in our organization, the leadership and individual follow-up is critical. The organization must commit to change and enhance work behaviors, actions, and interactions. Reward and recognition systems and performance management systems must support and reward new behaviors. Consequences must exist for behaviors that undermine the values agreed upon. Examples of Workplace Values
Integrity Belonging/Caring Helping/Contributing Inner Harmony, Peace of Mind Personal Growth, Learning, and Self-Actualization Achievement /Accomplishment Financial Stability Accountability Respect Excellence Fun
Page 15