A521.5.4.RB_MaceRoyce
Based on the readings in the Denning text and the assessment you took in A521.5.1 identify in detail the process of developing and aligning organizational values. Identify the three basic components of an ethical community and discuss how they might be applied in your organization. Are there values that are missing from your organization?
Discuss how you might develop those values and also align them with the values of the individuals in the organization.
In order to develop and align values within an organization, leadership must make some important steps. These steps must be scrutinized and implemented carefully in order to maintain the moral and ethical integrity of the organization. Values are critical to the success of any organization and must be taken seriously. Companies simply can't survive without them and history has definitely taught us that.
First, an organization must distinguish the types of values. Denning (2011) identifies the four types of values: the values of the robber barons, the values of the hardball strategists, the values of the pragmatist, and genuinely ethical values. Simply put, robber baron values are based on winning by whatever means necessary (no matter the cost morally or ethically), hardball strategists are a half-step away from robber barons and ultimately seek to win at all costs necessary as long as nothing illegal takes place.
On the other side of the value spectrum, we have the values of the pragmatists and the genuinely ethical values. Pragmatist values are much more ethical than those of the robber barons or hardball strategists, but still maintain the business mindset. It is seemingly the most balanced set of values of the organization. Last, but not least, we have the genuinely ethical values. The most pure and ethical values that can be implemented by either an organization or an individual.
The second part of the process in developing and aligning values is to distinguish personal values from corporate (organizational) values. While some of the values may match each other in both realms and essentially overlap each other, there may be some values that do not. Finding common values between those of the individuals and the organization can be a great key to success. Additionally, an organization that implements "values" that ultimately "value" their employees benefit from a happy workforce that feels valued and appreciated.
Third, an organization must establish values through action. Talking about values all day does nothing to implement them. Employees must see that the actions of an organization are speaking louder than their words. The organization must essentially "live up" to their values and morals. Without this action, an organization is doomed to harvest mistrust and a lack of respect from its employees.
Cadogan (2013) recommends that companies should involve everyone in the creation and codification of the values. The CEO needs to lead, but cannot dictate the values. The process also never ends. Companies are imperfect and there is always more they can do to make their values more top-of-mind and live by them even more deeply and effectively. This leads to the last and always evolving, reinforcing step.
Fourth, an organization must take action to reestablish values that have gone absent. New ownership or leadership can lead to a disconnect in values for an organization, Leaders must step-up and refocus on values. There have been times where entire leadership teams within companies have been replaced due to a lack of values and morals. Sometimes, it is necessary to "clean house" and start fresh with new leadership and new values, but if the company stays on top of the reinforcement of values, this extreme step should never have to come to fruition.
While implementing these steps of establishing and implementing values within an organization, we must remember the three basic ethical components of an organization: trust, loyalty, and solidarity. These three components have to be integrated into each of the aforementioned steps in order to maintain the moral and ethical integrity of the company's values. Due to the nature of my organization (the USAF) and its business to keep this nation safe, it takes great strides to inject trust, loyalty, and solidarity into its people. From the onset of basic training, the USAF teaches us to trust one another, be loyal to one another, and to utilize solidarity to take care of one another.
Our business to protect the nation and each other depends on these values. I honestly cannot think cannot think of the USAF doing anything different in regards to the values that they implement. Members work together from early on in their careers and are taught to trust their "Wingman". Those that have a tough time integrating into the USAF or do not align their values will usually make mistakes and be dismissed at some point. The USAF is fair and invested in their people from the onset which creates a solid environment of trust, loyalty, and solidarity.
In closing, an organization must brainstorm values based on the company's mission and beliefs, implement the values through action, monitor the values of the company and its individuals, and re-implement values that go missing or astray. Coca-Cola (2015) does a fantastic job of outlining the first three steps by "road-mapping" their mission, which they believe to be an enduring process. Coca-Cola declares that their purpose as a company is to serve as the standard against which they weigh their actions and decisions. A sample of those values are to:
To refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference.
Well said, Coca-Cola Company, well said.
References
Cadogan, T. (2013). 10 lessons in defining your company values. Retrieved
from https://www.linkedin.com/pulse/20130503131505-3257535-10-lessons-in-defining-your-
company-values
Denning, S. (2011). The leader’s guide to storytelling: Mastering the art and discipline of business
narrative. San Francisco, CA: Jossey-Bass.
The Coca-Cola Company. (2015). Mission, vision & values. Retrieved from http://www.coca-
colacompany.com/our-company/mission-vision-values/
Discuss how you might develop those values and also align them with the values of the individuals in the organization.
In order to develop and align values within an organization, leadership must make some important steps. These steps must be scrutinized and implemented carefully in order to maintain the moral and ethical integrity of the organization. Values are critical to the success of any organization and must be taken seriously. Companies simply can't survive without them and history has definitely taught us that.
First, an organization must distinguish the types of values. Denning (2011) identifies the four types of values: the values of the robber barons, the values of the hardball strategists, the values of the pragmatist, and genuinely ethical values. Simply put, robber baron values are based on winning by whatever means necessary (no matter the cost morally or ethically), hardball strategists are a half-step away from robber barons and ultimately seek to win at all costs necessary as long as nothing illegal takes place.
On the other side of the value spectrum, we have the values of the pragmatists and the genuinely ethical values. Pragmatist values are much more ethical than those of the robber barons or hardball strategists, but still maintain the business mindset. It is seemingly the most balanced set of values of the organization. Last, but not least, we have the genuinely ethical values. The most pure and ethical values that can be implemented by either an organization or an individual.
The second part of the process in developing and aligning values is to distinguish personal values from corporate (organizational) values. While some of the values may match each other in both realms and essentially overlap each other, there may be some values that do not. Finding common values between those of the individuals and the organization can be a great key to success. Additionally, an organization that implements "values" that ultimately "value" their employees benefit from a happy workforce that feels valued and appreciated.
Third, an organization must establish values through action. Talking about values all day does nothing to implement them. Employees must see that the actions of an organization are speaking louder than their words. The organization must essentially "live up" to their values and morals. Without this action, an organization is doomed to harvest mistrust and a lack of respect from its employees.
Cadogan (2013) recommends that companies should involve everyone in the creation and codification of the values. The CEO needs to lead, but cannot dictate the values. The process also never ends. Companies are imperfect and there is always more they can do to make their values more top-of-mind and live by them even more deeply and effectively. This leads to the last and always evolving, reinforcing step.
Fourth, an organization must take action to reestablish values that have gone absent. New ownership or leadership can lead to a disconnect in values for an organization, Leaders must step-up and refocus on values. There have been times where entire leadership teams within companies have been replaced due to a lack of values and morals. Sometimes, it is necessary to "clean house" and start fresh with new leadership and new values, but if the company stays on top of the reinforcement of values, this extreme step should never have to come to fruition.
While implementing these steps of establishing and implementing values within an organization, we must remember the three basic ethical components of an organization: trust, loyalty, and solidarity. These three components have to be integrated into each of the aforementioned steps in order to maintain the moral and ethical integrity of the company's values. Due to the nature of my organization (the USAF) and its business to keep this nation safe, it takes great strides to inject trust, loyalty, and solidarity into its people. From the onset of basic training, the USAF teaches us to trust one another, be loyal to one another, and to utilize solidarity to take care of one another.
Our business to protect the nation and each other depends on these values. I honestly cannot think cannot think of the USAF doing anything different in regards to the values that they implement. Members work together from early on in their careers and are taught to trust their "Wingman". Those that have a tough time integrating into the USAF or do not align their values will usually make mistakes and be dismissed at some point. The USAF is fair and invested in their people from the onset which creates a solid environment of trust, loyalty, and solidarity.
In closing, an organization must brainstorm values based on the company's mission and beliefs, implement the values through action, monitor the values of the company and its individuals, and re-implement values that go missing or astray. Coca-Cola (2015) does a fantastic job of outlining the first three steps by "road-mapping" their mission, which they believe to be an enduring process. Coca-Cola declares that their purpose as a company is to serve as the standard against which they weigh their actions and decisions. A sample of those values are to:
To refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference.
Well said, Coca-Cola Company, well said.
References
Cadogan, T. (2013). 10 lessons in defining your company values. Retrieved
from https://www.linkedin.com/pulse/20130503131505-3257535-10-lessons-in-defining-your-
company-values
Denning, S. (2011). The leader’s guide to storytelling: Mastering the art and discipline of business
narrative. San Francisco, CA: Jossey-Bass.
The Coca-Cola Company. (2015). Mission, vision & values. Retrieved from http://www.coca-
colacompany.com/our-company/mission-vision-values/
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