"This slide has a spelling mistake", remarked one of employees attending the 'corporate values workshop'. "Sorry, I can't find it", said the puzzled facilitator. "The problem is with what is shown as renewal. The correct spelling should be removal!", replied the employee.
We come across these kinds of tragicomic situations when there is a significant difference between the 'espoused values' (the values that an organization publicly states that it believes in) and the 'enacted values' (the values that the organization actually exhibits) of an organization. The enacted values get reflected in the manner in which the organization treats its stakeholders, including the employees.
In the particular incident that we started this post with, the employee did have a point. The organization had gone through repeated cycles of trying to renew itself by firing a large number of employees and replacing them with new employees. While there was no evidence to prove that the newly hired employees did any better than the employees they replaced, it did give the management the satisfaction that they took quick and decisive action. It also created an illusion of progress (or even an illusion of renewal). So, 'renewal' in this organization actually meant 'removal' though it was referred to by means of more progressive terms like 'workforce refresh' and 'top-grading'!
It is indeed 'fashionable' to have well-articulated set of corporate values. Also, how can we even think of (let alone work with) an organization that doesn't have any values? However, the most essential thing about values is that they should be 'valued'. To me, something should be called a value only if it is so important (so valuable and so core to the organization) that the organization will exhibit it even when it leads to competitive disadvantage or results in a loss to the organization. Also, values are about 'who you are' as an organization and hence the values are 'discovered' (not 'designed').
Unfortunately, many organizations trivialize values and hence the values 'safely' remain in corporate presentations and on the walls of the organization. The arduous journey from the walls to the head to the heart and to the hands is never even seriously attempted. Ironically, this lack of congruence between the espoused values and the enacted values of the organization creates the highest amount of 'cognitive dissonance' and 'disengagement' in the case of those sincere employees who take the organization and its stated values seriously.
Any comments?
2 comments:
Prasad, it is incredible the way you have put it. The values have to be discovered and not created. How to end the conflict of accepting what you are Vs aspiration for what you want to be ? Just curious to hear your thoughts
Thank you very much. It is much better to be aspirational (take a stretch target) in terms of goals that are in alignment with your values (as opposed to being aspirational about values themselves). In an organization the role-modeling behavior of leaders is the most impactful tool for reinforcing values. Usually, for an individual (including a leader) the personal values don't change much unless one goes through a life-transforming (often traumatic) experience. Yes, if a new leader comes in, who role-models and actively reinforces a new pattern of behavior, the behavior patterns in an organization can change.
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