Values

Organisational values can be seen as an imposed, unnecessary set of guiding principles that are subscribed to by organisations. It begs the question of whose values? the leadership team, the working group who pulled it together or a set of aspirations which is often unattainable. Regardless of how we feel about values or how we came to the subscribed rule of engagement, an organisation's values (often unwritten) define all the actions that are acceptable and unacceptable in that organisation. The leaders of the organisation usually drive this. What they believe is the right thing to do and not to do. 
 
In one of my recent posts, I discussed various types of power. You will find that value systems constrain how political power is sought and exercised. If your boss is hierarchical, then everyone will seek positional power. If the leader leads with expertise, everyone around them will seek to increase their knowledge so they don't come across as uninformed. 
 
Depending on the establishment, values can determine what kind of emotions and interpersonal relationships, it is appropriate to have and in what context, and invariable what kinds of informal structure the organisation has. The tension point around values grows where the value system of the leaders grows so far apart from those they are leading. An example is the multigenerational workforce discussions that arise from time to time, or the whole debate around quiet quitting, or the discussions around bringing your whole self to work/emotional transparency and vulnerability. 
 
Values become even more problematic in the face of conflict as both parties re-examine each other's values and how to react to one another. Should we use the new shiny object called technology or stick with the tried and tested means? Should we invest less in a generation that frequently moves jobs? Do we feel affronted by the seemingly opinionated colleague, or should we rely on the wisdom of the voice of the experience in the room? Is your positional power holding less and less authority? 
 
A change in values is often a good thing. A change in societal values led to the concept of equality and diversity in the workplace, the right to a decent wage etc. The responsibility of leaders in the workplace is to examine the evolving values around them and adapt accordingly, constantly. The only constant thing in life is change, and beyond what we write on our brochures and our office walls, regularly examine your unwritten values and the effect of these at our place of work. ​

---