Discuss how you might develop those values and also align them with the values of the individuals in the organization.
According to Denning (2011) ethical communities have three basic components: trust, loyalty and solidarity. These values seem to be intertwined and are prerequisite to each other to exist as a collective. His book details these components clearly. To have trust in an ethical community, there must be a general expectation that those you interact with will behave in an ethical manner toward you. Loyalty is ones acceptance to refrain from breaking one anothers' trust while solidarity is looking out for and caring about the interests of others in your community. You must be ready to take action on the behalf of others even if it conflicts with your own personal interests.
Having continuity in all three ethical components is not an easy task. All of us have our own set of personal values and experiences that have created who we are and what we believe in. Add to that individuals growing up in different cultures and countries, and the challenge can be enormous.
Denning (2011) talks about several ways to develop and align organizational values. One is to distinguish personal values from corporate values for employees through workshops, giving them the opportunity to understand not only what the company's organizational values are, but to learn if they as individuals see themselves as being connected to those values. This opens up avenues for both the company and the individuals. Those realizing that part of their unhappiness is tied to a difference in ethical values may choose to leave the company: " The dissonance between their personal and the corporate values may be such that they realize why they cannot stay with the company" (p.135). It also helps the company recognize those who are interested in continuing their career and embracing a greater understanding of the organization's values.
Another way is to distinguish operational values from espoused values. If what is espoused is in complete contrast to what is operational, people lose trust and respect. "Declaring values that are not consistently acted upon may be worse than not declaring any values at all" (Denning, 2011. p.138). You need managers who communicate the brand or the value through their actions. (Employee power, 2001)
Lastly, transmitting values through the use of narratives can also be used to develop and align values. Narratives that are told from a "minimalist fashion-with no character development or attempt to set at the scene"(Denning, 2011, p.145), allows the listeners to become actively involved, and create part of the story in their own minds. Leaders can also share stories about someone in their life that has made a difference and reflects who they are and what they care about. This ultimately reflects their values and alignment within the company's ethical community.
Of the three examples above - none are evident in my company. Doing one or all of the above would probably mark a large turnaround. As stated in this blog before, our company pathway is paved by Wall Street - our sole purpose to gain shareholder value, and that value is nailed to the wall in the pilots office directly alongside the poster that shows "our values and standards"
Interestingly, the five core values I hold most sacred -- those that I can't live without in your job/workplace are shown below:
1. making decisions, having power to decide courses of action
2. opportunities for supervision, power, leadership, influence
3. stability and security
4. clear advancement tracks/opportunities for advancement
5. opportunity for balance between work life and family life
None of the above values are stated in the overall company objective, and yet in 2009 I worked for a company (Avon) that frankly could put a check mark next to every single one. I hindsight, I don't think I appreciated enough how clearly determined Avon was in living their values. In one example, I was asked to learn the business from the ground up in a few short weeks by actually doing the job that those below me did. Having pounded the streets, worked in marketing, manufacturing, deliver and sales I got a real appreciation of everyones values - and how as a team they were each proud of the company accomplishments. Avon was the very poster child for ethical community. My current company has a lot to learn from them - and they could start with the Denning basics.
None of my values seem to align with that of my company at first glance, and so perhaps I should not be with the company still (according to Denning (2011)). However, there is an opportunity for balancing work and family life that keeps me in my job, as my schedule is light and somewhat flexible although this is not a major value of the corporation per se - more of a reality that just is.. Up until a few years ago stability was considered good at my company, but as we chased shareholder value, cuts came down the line and now the opposite is true. This cutting sparked a wave of 'job-saving' opposition to change, ideas and innovation. People began to be more protective of their jobs and less inclined to take a risk with a new idea. Opportunities for rapid advancement waned and power and supervision opportunities dried up.
The largest issue is that of trust - of which there is scant little in the company. I believe that until that is fixed there will always be a downed bridge on the road to an ethical community at my company.
Reference:
Denning, S. (2011). The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative. San Francisco, CA: John Wiley & Sons/Jossey-Bass.
Employee power. (2001). Nation's Restaurant News, 5(2), 26-28. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/229363008?accountid=27203
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