We have solutions for every level
Below you will find three examples of general applications based on our three basic processes, Value.Individual, Value.Team and Value.Organisation, that will give you an idea of how it works. All of them can be tailored to your needs in both scope and time. All you have to do is contact a facilitator that you can consult and work with.
Value.Individual
Value.Team
Achieve group harmony and motivation
Teams often make the mistake of creating common rules without knowing each other’s values, and they don’t clearly articulate what these rules mean. We reverse that process.
We have a well-proven step-by-step workshop process for working with teams and organisations. Our team process starts with Value.Individual in a team setting, working in smaller groups. The next step is to rank the team values: shared priorities and behaviors based on the team’s assignments and goals. After having a conversation about what these values mean and how they manifest in everyday behavior, a final 3-5 values are agreed upon.
To achieve value congruence between the individual and the organisation, there is often need for a mediating link.
When we create a preferred team culture together, value congruence is developed and strengthened. Culture is a living phenomenon. Changing circumstances, either outside the organisation such as market fluctuations or competitors’ actions, or inside the team/organization, such as team members joining or leaving, may contribute to a need for adjustment and adaptation of prioritized values and behaviors.
The individual process is also Step 1 of our Value.Team process as we believe that every member of a team benefits from experiencing the journey of self-discovery around personal values to fully prepare them for having a truly fruitful conversation about shared values.
By repeating parts of Step 2 in the team process whenever there is a major change internally or in the business environment, it becomes easier to develop and maintain a healthy team culture in sync with new conditions. This is what we call Dynamic Value Congruence.
Value.Organisation
Define and commit to organisational values that matter
Approach overview
Using a short 10-minute individual interview process, keywords representing “working principles” are gathered from pre-selected external stakeholders.
These words are then loaded into our Value.Online value ranking system before the management ranks the words in order of importance.
Once the ranking is complete, the system will create a list of the top few values, in order of priority. In a facilitated workshop, the management will then collectively negotiate 3-5 top priority value words that will influence how they want to live and behave towards all their stakeholders.
This outside-in process of co-creation can also galvanize stakeholders and teams. All voices are heard, and transparency around behavioral accountability is maintained. Feedback to the broader organisation can follow to close the loop.
Value.Team to anchor the values in the entire organisation.
There is a follow-up opportunity – a Step 4 – for the wider organisation to overlay their personal meaning into the agreed value words using Value.Team. This is where motivation and performance emerge.
Review of an organisation’s self-image
Another likely outcome of this process is a review of the company’s self-image. Are we being and acting in the way we claim that we are? Or is there a gap that provides scope for us to develop our desired corporate culture?
One Day to Value Congruence for Teams
How does it work?
We have a well-proven workshop process for working with teams and organisations. But every workshop is unique, so we look at the needs and circumstances of each organisation and can customize the process as needed.
What happens before the workshop?
- We meet with the participants to present the process and answer questions. This takes about 30 minutes.
- Participants rank their personal values using our Value.Online system. We do this about a week before your workshop.
How does the workshop day work?
- In groups of three, we develop mapping and insight into personal values.
- Individuals present on how they prefer to work in groups and what relationships and roles they’re comfortable with.
- We rank the group’s shared priorities and behaviors based on the group’s assignments and goals. We then discuss and decide on 3–5 values that should be guiding the team’s actions.
- We discuss and strategize how they should be implemented and followed up in everyday actions.
What is the follow-up?
A few months after the workshop, we have 2–3 hours with the team and make a new ranking of the common values. This lets us coach and offers tips and suggestions to work more effectively and address any issues.
Background
Teams often make a mistake from the beginning. They create rules for the group before knowing each other’s values or clearly articulating what these rules mean.
We reverse that process.
A prerequisite for the team to successfully agree on norms that everyone commits to and promotes for new employees and customers is to start with the group as individuals. Only when each individual has insight into and can convey their personal values and motivations to the group can the journey towards congruence begin.
The concept of value congruence means that the values of the employees and the organisation are consistent in a group and organisational context. Value congruence is the prerequisite for creating a collaborative culture in the workplace or in the association and is the key to increased motivation, a better work environment and an efficient business.
Value.Organisation – defining normative values
Approach overview
- Through a short 10-minute individual interview process, keywords representing “working principles” is canvased from pre-selected internal and external stakeholders.
- These words are loaded into our Value.Online value ranking system before the management members in question rank the words in order of importance.
- Once the ranking is complete, the system will create a top list, in order of collective popularity. The management in question will then collectively negotiate, in a facilitated workshop, their top 4–5 priority value words to live by in serving their customers.
Feedback to the broader organisation can follow to close the loop.
There is a follow-up opportunity for the wider organisation to overlay their personal meaning into the agreed value words using Value.Team. This is where motivation and performance lie.
Another possible outcome of this process is a review of the company’s self-image. Are we being and acting in the way we claim that we are? Or is there a gap that enables us to develop our corporate culture in the desired direction?
Find a Facilitator
Would you like to get in touch with a facilitator to run one or two processes for you?
The process: an overview
Everything we do is based on three steps: Rank, Map and Act. The process is easy to apply and adapt to your needs, whether about significant organizational changes or personal development.
Want a deeper dive?
Out Point of Value – An Introduction is a publication for those who want to know more about values and are curious about how our tool Value.Online works.
One Day to Value Congruence: For team and organizations
How is it done?
We have a well-proven workshop process for working with teams and organizations. But every organization is unique. So we consider the needs and circumstances of each organization and can customize the process as needed.
What happens before the workshop?
- We meet with the participants to present the process and answer questions. This takes about 30 minutes.
- Participants rank their personal values using our Value.Online system. We do this about a week before your workshop.
How does the workshop day work?
- In groups of three, we develop mapping and insight into personal values.
- Individuals present on how they prefer to work in groups and what relationships and roles they’re comfortable with.
- We rank the group’s shared priorities and behaviors based on the group’s assignments and goals. We then discuss and decide on 3–5 values that should be guiding the team’s actions.
- We discuss and strategize how they should be implemented and followed up in everyday actions.
What’s the follow-up?
A few months after the workshop, we have 2–3 hours with the team and make a new ranking of the common values. This lets us coach and offers tips and suggestions to work more effectively and address any issues.
Background
Teams often make a mistake from the beginning. They create rules for the group before knowing each other’s values or clearly articulating what these rules mean.
We reverse that process.
A prerequisite for the team to successfully agree on norms that everyone commits to and promotes for new employees and customers is to start with the group as individuals. Only when each individual has insight into and can convey their personal values and motivations to the group can the journey towards congruence begin.
The concept of value congruence means that the values of the employees and the organization are consistent in a group and organizational context. Value congruence is the prerequisite for creating a collaborative culture in the workplace or in the association and is the key to increased motivation, a better work environment and an efficient business.
