Values in organisations
Organisations are complex. Yet at the centre of every culture are just a handful of values and beliefs forming the axis around which the rest of the wheel turns. Popular approaches to stating core values include surveys inviting employees to suggest or pick from lists of words, often followed by polls or some other form of vote for the most popular. Unfortunately, as human beings our expression is limited by the ideas we already have and we are vulnerable to trying to give what we think is the “right” answer rather than the “real” answer (researchers call this social desirability bias).
We explore values differently.
Thinking and Talking
Thinking and Talking
We use conversation and structured facilitation to identify and refine the big ideas that already matter to people. Then we explore what those people most want to create inside and outside their organisation. Where past experience, present practice and future ambition connect, powerful shared values which actually matter can be identified.
Storytelling
Storytelling
We invite everyone to share stories of ‘us at our best” and ‘why I stay’. These free form narratives (no tick boxes in sight) are analysed using ValScan™ an online tool which draws upon the Minessence Values Framework. The tool identifies the highest priority values behind staff retention and the highest priority values lived when the work is at its most engaging.
With this insight we support organisations to distil their unique core values from the lived experience of their people and what matters most to them. Parrs Wood Case Study
Mapping & Tracking
Mapping & Tracking
As abstract ideas which sit in our unconscious, values are challenging to explore. Each of us has our own unique pattern of priority values and when we join a group we seek alignment between our values and values common to the other members of the team, department or partnership. We can map and track these values using the Minessence Values Inventory.
Healthy constructive relationships within the group are vital to effective performance. Conscious connection with priority values, both individually and collectively, can increase resilience, buffer against stress and increase creativity. Values insight gives us a fresh neutral language for appreciating and celebrating difference whilst finding common ground.
"We've fought a really hard campaign for the last 18 months against herd immunity... but they've gone ahead with it. None of us can believe it," Prof McNally said. https://twitter.com/BHPComms/status/1417879049804914699
.@IMIBirmingham’s Director, Professor @alanmcn1, spoke to @bbchealth about how easing restrictions is driving up #COVID19 cases and, in turn, putting strain on the testing infrastructure - with fears it won’t cope with the projected number of cases ⬇️
https://www.bbc.co.uk/news/uk-england-birmingham-57902116
What do you really think about #values? survey. @values20group @ValuesUK @ValuesDay @ValuesCentre @bankingonvalues @HVF_Values @valuesandframes @edmayo1 @MagmaEffect pls RT https://www.linkedin.com/posts/alanservicebrandglobal_values-valueseconomy-leadership-activity-6819195420296663040-v57e
@sylvanacaloni Research shared by @MagmaEffect says that values can remain unchanged AND can change because of major life events and/or ageing. I also believe they can remain unchanged but show up in a different way over time. #values are for living not laminating
New #blog from the excellent Saskie Dorman on Care Opinion about a project in Dorset that is trying to #listen better and #learn more about the experience of #endoflifecare from patients, families and carers (there's a #values elem…https://lnkd.in/gzYZk86 https://lnkd.in/gCHcAyv