Handling New Values

Installing Values is So Difficult

People can be told to do something and, if willing, they do it. But no-one can simple be told to think or believe something. Even if willingness exists, new ideas do not automatically stick.  So: cultures cannot be «implemented».

Even the notion of «evolving» a culture is misleading. Evolution is what happens, not what a leader does. Values that we hold seem so obviously right. Values that we do not hold seem so wrong and ridiculous.

A capable leader will notice signs of degraded values and act…

if ► he recognizes the need for strong management
if ► he is ready to work with values (culture)
if ► he knows what he should be doing

These are the basic requirements to sensibly introduce and foster appropriate new values. In the case of «management culture», you will see that development is encouraged by each mode running into limitations inherent in its own nature, and spontaneously generating situations that naturally require attention.

Requirements for Success

Many staff will resist and oppose change and new values every step of the way. Sometimes even top team members find themselves hanging on to old habits. Also, some of the needed transitions will not be congenial; and all seem to distract from the primary operational task, causing upheaval and controversy.

Can everyone accept change?

Sadly, at each stage, some people who functioned adequately or even rather well in the old culture will be unable to make the shift and will become severely dysfunctional in the new world. They have to leave—for their own good as much as the firm's. On the positive side, many will want the changes, most learn from them and the best positively flourish.

Some useful tips:

► Always validate many of the existing values.
Why?

Existing values that were useful, will continue to be useful. Cultural development is a cumulative process—nothing achieved should be denigrated or wasted.

► Always install new values as a system, never singly.
Why?

Disconnected values are confusing and discrepant values are emotionally disturbing. You will see that each mode of achievement is constituted by values that helpfully reinforce each other.

► Stage change and follow the THEE order.
Why?

THEE's natural spiral sequence works because staff recognize that each new system of values is a solution to specific challenges to achievement. In particular, the change addresses cultural degeneration which disturbs work and causes emotional or interactional distress.

Installation = Communication

Listing and explaining essential values is relatively straightforward.  The far larger and harder part is working out what it means to bring them to life in the organization. This working out (or working through) involves explanations, examples and debates.

Strong silent types cannot deal with new values because handling and installing new values depends on effective communication. As well as frank discussions, even confrontations at times, there need to be periodic symbolic gestures and the setting of examples to make the new requirements clear to everyone.

External consultants may usefully facilitate new understandings and practice-based discussions.

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• This story starts where it must: in a sea of pragmatism.

Originally posted: 17-Jun-2011