VALUES -
Monday, October 15, 2007
Nadine Jansen Driving
organizational values \u200b\u200bfrom the value in assessing
A very good intention
few months ago I entered the room "Customer Service" a service company, full of annoying consumers, like me, demanding solutions. After a long wait, I attended unable to resolve my concerns. Of course I downloaded a lot of excuses bit frank, and well studied. Finally, to finish the conversation, and in a tone of complicity, blamed other sectors of the company for the deficiency in service. When I retired
resigned, upset and decided to switch companies, I read a large sign that read:
Our values \u200b\u200bare:
- A passion for service and customer focus.
- The development and respect for people.
- Honesty and integrity.
returned to the counter and questioned the receptionist about the "so" of the cartel, given the inconsistency between what he said and I perceived behaviors. She looked like someone looks at an annoying fly summer, and he replied:
"I do not know sir. Should be a good intention of the company "
And yes ... there are many cases in which values \u200b\u200bare nothing more than a good intention.
My present historical
Because my work as a coach in organizations, I often receive requests for professional collaboration, to work on "values." They ask me to design or redesign coaching values, as part of a cultural change (for those with a focus on "human factor"), or as part of strategic planning (for those who are more oriented toward business).
So many years I wonder
- What are values?
- Why do companies spend so much money to work "values", then the results are so poor?
- What is missing in the conventional way of understanding the values?
In 1998, my 23 years I was pursuing my career as a coach at the Institute of Professional Training in Buenos Aires (ICP). One Saturday afternoon, our guest speaker, Jim Selman, sparked my curiosity to investigate further the issue of values, distinguish them from, not mandates, but as designated sites. He spoke of "being" the chosen values \u200b\u200bversus "have" values. That is, the values \u200b\u200bgo from living a "inherited obligation" to live the values \u200b\u200bas a legitimate compromise, a product of my conscious choice. Since this approach leaves to relate to the values \u200b\u200band principles which make them unquestionable reverence at times, and began to relate to the values \u200b\u200bas the setting for my action, beyond the circumstances are positive or negative.
A year earlier, as Aupower manager, an SME which manufactures accessories for computers, had already made my first experience in designing shared values, based on the technique of Charlotte Roberts of "The Fifth Discipline in practice."
For 10 years, research, and essentially the experience has allowed me to work with organizations in processes related to values, transformed into dialogue with others and was largely positive. My recent meeting with Humberto Maturana, Ximena Davila and his team, is an example of this transformation, opening up new thoughts that I share with the reader.
The focus and starting point for further reflection
Focus: reflection on values \u200b\u200band their relation to the conduct of members of an organization.
The starting point might be: What are the values, and does bring home to them? But I think the point is beyond those questions. My starting point is: What are the beliefs from which ask the questions about values? Put another way: What are the budgets from which to think about values?
culture
basic organizational cultures of our time living in patriarchal, matriarchal culture, founded on the possession, domination, competition, demand, mistrust, and control, whether exercised from fear (punishment) or the pseudo motivation (reward). This culture is the emotional basis to confer meaning to our lives as part of an organization, and where we interact with bosses, peers, partners, suppliers, shareholders, customers and the wider community. Basing
because I say "patriarchal, matriarchal culture" will be "material" for another conversation. Enunciate here only examples of a living and living that I believe are based on patriarchy / matriarchy. I ask the reader to reflect on whether these statements are familiar:
- run possessions and positions to achieve happiness for sporadic, anxiety always get more (it's like to be a bottomless glass: no matter what click to fill, I am always empty);
- emotional distrust as articulator of the enterprise culture: lack of head on employees, employees on the heads of government on the sector of industry sales, field sales on marketing, marketing, advertising, etc.;
- loneliness and false result of the competence and care of our "quintita"
- the control exerted from the fear in different organizations ( couples, families, companies, state, etc.), and the energy put into bypass controls;
- the commitment of the image, for example to avoid conflict by hiding information, the commitment to grow together;
- the frustration at not meet the expectations of others;
- fights that seeks to bring a fundamentalist ideal, another fundamentalist ideal.
look at what values may arise in this culture?
In this culture makes little sense to speak of "correct organizational behavior", or "guiding principles", or "basic values." In a lot of the values \u200b\u200borganizations play the role of boundaries, where the employees live in the requirement to behave in certain ways, not to be "out group", or not be punished, or not lose the ability to scale. Values \u200b\u200barise as a mechanism that allows us to produce more. Beyond the different ways in which culture is expressed patriarchal / matriarchal, and whatever the leadership style, deep design values \u200b\u200bis an attempt to control.
few days ago I made these questions to a Human Resources Manager:
- What do you want to design values? - I asked.
- To have a good working environment, "he said.
- What do you want to have a good working environment? - Le cross-examination.
- Because if people are happy in their workplace, produce more, and helps me meet my goal of improving the working climate indicator.
Having good working environment for increased productivity, it sounds more friendly than threatening them with dismissal to produce more. However, both cases arise from the same culture, the management focused on control, as an expression patriarchy / matriarchy. The prevailing commitment is to produce, not welfare. Just Flowers "look" for the authenticity, and the control over the trust, and the stiffness of plasticity. My
values \u200b\u200bdoes not deny that it is not advocating anarchy. But I'm doing a presentation of the cultural phenomenon of the values \u200b\u200bin organizations as a social construct that is transparent to us most of the time.
My productivity does not deny that, but I intend to reveal a management model where the result validates the absence of social welfare, since the conversation about being born denied from the time emerges as a means to produce more.
value as an independent object of the viewer
propose therefore that the values \u200b\u200bare seen as "tools, strategies, or pillars of good management." That is, we talk about values \u200b\u200bas if they were a "something", a "good", an "entity", a "self", which exist beyond us.
appear to value as "loyalty", "achievement orientation", "social responsibility, etc., Are somewhere. Values \u200b\u200bdo not exist in themselves, are not "things" we have and we can deliver to others. Not "Somewhat" manipulated as a table or a cup of coffee.
Parents do not give values \u200b\u200bto children, but the children are transformed into daily contact with parents. The employee does not include values, but is transformed by daily life at work.
So I open the conversation that separates human values. Every time we ask, 'What are values?, Make that separation. Define values \u200b\u200bthat are isolated from people, give linguistic presence, and enthusiasm of objects separated from the subject, but does not account for the phenomenon of values \u200b\u200bas a means of social coexistence.
individual Domain: Values \u200b\u200band emotional dynamics and a distinction in language
Humans have the ability to create distinctions in language we can not see with the senses, because they live only in the language and languaging (1). Have you ever seen a piece of "honesty", or do you ever while walking home, was hit by an "entrepreneurial attitude"? However
must have had the experience of being honest or distinguish a person with "entrepreneurial spirit." I never touch a value, never taste a value, never heard the sound of a value, a value never seen, and never smelled a value. But if I have the experience of living the values, or see a person who practices securities in coordination with others.
values \u200b\u200bappear as "distinctions" that humans do in language, when we distinguish a repeated emotional dynamics, and resources from which we relate to each other. I believe that not only are the behaviors we see what we distinguish as values, but values \u200b\u200bobserved in the emotional dynamics that arise in such conduct.
social domain: Values \u200b\u200bas a way of living
While we distinguish them in the language, values \u200b\u200bare not within us. Outside the domain of the individual. There is no value in people. In reviewing body structure of any human being, we will find skin, bones, organs, etc., but not values.
So if the values \u200b\u200bdo not exist in "reality" as it occurs in language, but also within us ... that there are domain?
values \u200b\u200bemerge as a social phenomenon in the making that occurs between people, that is, in conversation. Values \u200b\u200barise in the relationship. For example, if we say that our value is "respect for the plurality of opinions," only occur in interaction with others. Or if we say that one of our values \u200b\u200bis "innovation and creativity" will only occur interacting with others or with the environment.
Where do values \u200b\u200bwhen we are in the relationship? ... anywhere, do not exist. Again be distinguished by one or more observers when the interaction occurs again.
then propose the question to change the values \u200b\u200bto a question asked by the process that occurs so that we can distinguish " values \u200b\u200bin action." Pose to spend the noun: "value", the verb: values, integrating the "human being" to "values" and "relationship."
Finally, moving from What are values? to How does the "value"?
I use the neologism "value" as a pun (2)
need from us (individual and biology) to occur "value" but did not happen to us, but belongs to the realm of relationships social. (3)
For example:
A team of inter-departmental managers begin to interact in a project. Where are the values? As distinguished individuals as values.
Where's the value? in the coordination of actions between individuals, set up in premises emotional. That is, in conversation.
This same group of managers may say, our values \u200b\u200bare integrity, cooperation, self-imposed limits on the scope and conduct, but in everyday conversation then comes the emotional base to compete as any coordination.
The declared values \u200b\u200bare "integrity and cooperation", but in the inter-competition arises in the attachment to the patriarchal culture, promoting operational inconsistency and lack of integrity, generating a double standard with negative rebound. Connect
values \u200b\u200barise in the spontaneity of live daily, moment by moment, not as an intellectual concept, but as the emotional basis of our doing.
And in this dynamic, in which we interact, we will coupling in the flow of living, beyond any design and agreement.
For example: Teresa, manager of Human Resources, Monday through Friday coordinates actions with Raul, the head of training. When she arrives in the morning, he is already on his desk, and says Tere Good morning, how are you today?. And according to the gesture that she does with her face, the tone and words you use, it passes the reports of the day at that moment, or wait at noon. This comes in the spontaneity of the interactions historical which are bonding and becoming effortlessly with each experience, but it has set a goal. An observer could describe this experience as an act according to the value "flexibility" or "respect", but this would be a further description of what happened.
The fit is illustrated by a simple example. H. Maturana who created the distinction of structural coupling, which shows one example of a shoe and foot. I like to put it another similar example: With the passage of time, what happens between the mattress where you sleep, and our body? The two are taking new form, becoming the systematic relationship. The structure of the body changes, and change the structure of the mattress, perhaps maintaining good sleep, and the flexible structure of the mattress. Or, you may find that poor sleep is preserved. Regardless of what happens, will happen in the flow of interactions. An observer might say, this person or not, the value "health", referring to his way of taking care of body posture on sleep. But ... Where's the value?
Thus, in this flow, a consensus born borders effortlessly, making up a way to coordinate and do together, we call values. These edges are not pre-set limits to which subordinated, but the world mark the edge we bring to hand in our live, with every action that we coordinate.
We can say that in the history of repetition and recurrence do together, emerging social practices that call values, which are the emotional base from which we operate, we reason, we set goals and face the problems that are surfacing.
How does it worth? In a dynamic system. I will describe in linear sequence, but the point "2" could be the point "1", since it is circular:
And in this dynamic, in which we interact, we will coupling in the flow of living, beyond any design and agreement.
For example: Teresa, manager of Human Resources, Monday through Friday coordinates actions with Raul, the head of training. When she arrives in the morning, he is already on his desk, and says Tere Good morning, how are you today?. And according to the gesture that she does with her face, the tone and words you use, it passes the reports of the day at that moment, or wait at noon. This comes in the spontaneity of the interactions historical which are bonding and becoming effortlessly with each experience, but it has set a goal. An observer could describe this experience as an act according to the value "flexibility" or "respect", but this would be a further description of what happened.
The fit is illustrated by a simple example. H. Maturana who created the distinction of structural coupling, which shows one example of a shoe and foot. I like to put it another similar example: With the passage of time, what happens between the mattress where you sleep, and our body? The two are taking new form, becoming the systematic relationship. The structure of the body changes, and change the structure of the mattress, perhaps maintaining good sleep, and the flexible structure of the mattress. Or, you may find that poor sleep is preserved. Regardless of what happens, will happen in the flow of interactions. An observer might say, this person or not, the value "health", referring to his way of taking care of body posture on sleep. But ... Where's the value?
Thus, in this flow, a consensus born borders effortlessly, making up a way to coordinate and do together, we call values. These edges are not pre-set limits to which subordinated, but the world mark the edge we bring to hand in our live, with every action that we coordinate.
We can say that in the history of repetition and recurrence do together, emerging social practices that call values, which are the emotional base from which we operate, we reason, we set goals and face the problems that are surfacing.
How does it worth? In a dynamic system. I will describe in linear sequence, but the point "2" could be the point "1", since it is circular:
1) Occurs historical interrelationships fuir, coordination of actions. As in the Teresa and Raul example, or a person and his mattress.
2) This particular way of relating, is the emotional foundation. It is the framework from which occurs heard.
3) The emotional foundation is the basis for the flow of relationships, which constitutes a particular way of relating ... . And so on, in construction, and preservation of a particular culture (Fig. 1).
design values, to reflect on how we live and we live
As such it is ineffective "design values" or "transmitting values." This is not what you say to others to do, or what is written on a poster, or the securities to agree on a group of managers in a coaching session, or strategic consulting.
the value is the coupling that arises in daily dialogue.
propose a spin on the question of values \u200b\u200band invite participants from organizations thoughtful discussions about the value:
- What life are living?
- What is happening coupling process in daily living?
- What do you keep in your way of relating as a team, or organization? Ie: What is it that no matter what happens, do the changes we make, we do not want change?
- emotional dynamics Since we are doing what we do?
- Are we on the emotionality that allows us to reflect on living?
- Is there an emotional center of our conversations that legitimizes the other's opinions?
- How much of our interactions are based on collaboration and mutual respect, or if it is based on obedience? What domains of action we want to happen in obedience, and domains of action we want to happen in the partnership?
There are many other questions, and questions also arise in the spontaneous coupling. Can start from the "not knowing" I consider it a good approach. Every time I hear from the "I-ya-know," I have only criterion to validate what fits my "ya-know."
As already said, what happens in the converse can not be transmitted as "value" of one person to another. If we reveal to others what we have already distinguished and be valued, evoke other reflective processes, which we co-inspiring to coordinate doings, in the same emotional settings, preserving what they decide to keep, and detachment from what they want detachment. Conclusions
When we participate in a group process designed to reflect on how to live, consider important, given the prevailing patriarchal culture, ask:
What are we talking? ... To do what we do at the pleasure of doing it together, keeping the emotional and economic well-being? Or how to control the group, to show that we reach a goal, for example, meeting a goal of working environment, or strategic planning, etc..?
Finally, I add that this proposal removes the center's focus on results at the demand, obedience and control that generates pop such as stress, burnout, low productivity, high turnover, low retention of talent, and little innovation. At the heart of this proposal the emotional dynamic is focused on the process of assessing, and welfare of people, without denying the organizational results, since in its systemic nature, the indicators of productivity, turnover, retention of talent, innovation and profitability are positively affected .
As such it is ineffective "design values" or "transmitting values." This is not what you say to others to do, or what is written on a poster, or the securities to agree on a group of managers in a coaching session, or strategic consulting.
the value is the coupling that arises in daily dialogue.
propose a spin on the question of values \u200b\u200band invite participants from organizations thoughtful discussions about the value:
- What life are living?
- What is happening coupling process in daily living?
- What do you keep in your way of relating as a team, or organization? Ie: What is it that no matter what happens, do the changes we make, we do not want change?
- emotional dynamics Since we are doing what we do?
- Are we on the emotionality that allows us to reflect on living?
- Is there an emotional center of our conversations that legitimizes the other's opinions?
- How much of our interactions are based on collaboration and mutual respect, or if it is based on obedience? What domains of action we want to happen in obedience, and domains of action we want to happen in the partnership?
There are many other questions, and questions also arise in the spontaneous coupling. Can start from the "not knowing" I consider it a good approach. Every time I hear from the "I-ya-know," I have only criterion to validate what fits my "ya-know."
As already said, what happens in the converse can not be transmitted as "value" of one person to another. If we reveal to others what we have already distinguished and be valued, evoke other reflective processes, which we co-inspiring to coordinate doings, in the same emotional settings, preserving what they decide to keep, and detachment from what they want detachment. Conclusions
When we participate in a group process designed to reflect on how to live, consider important, given the prevailing patriarchal culture, ask:
What are we talking? ... To do what we do at the pleasure of doing it together, keeping the emotional and economic well-being? Or how to control the group, to show that we reach a goal, for example, meeting a goal of working environment, or strategic planning, etc..?
Finally, I add that this proposal removes the center's focus on results at the demand, obedience and control that generates pop such as stress, burnout, low productivity, high turnover, low retention of talent, and little innovation. At the heart of this proposal the emotional dynamic is focused on the process of assessing, and welfare of people, without denying the organizational results, since in its systemic nature, the indicators of productivity, turnover, retention of talent, innovation and profitability are positively affected .
My intention with this paper is to show an excerpt from my current understanding, not only on the value, but the human, organizational and coexistence.
Do values \u200b\u200bare learned or taught? Neither one nor the other: they live or deny, because when we speak of them, are no longer or is literature?
H. Maturana (4)
Fernando Sáenz
Ford (1) language, developed by H. Neologism Matuarana and Francisco Varela.
(2) Value: inspired neologism neologism
languaging (3) Is it the same interaction that the social? ... In my humble opinion, is not the same, but for the purposes of what I express in this article, served two terms.
Which comes first, the individual or social? Distinguish which is first comes from a competitive model, and linear. I'd rather see it as an interplay between the social and the individual, based on language and emotionality.
(4) The sense of the human-Hubert Romesin Maturana - 1991
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