Value & Purpose in Perspective

THEE Note: Formulae—to simplify formulae and distinguish from work-responsibility levels with a WL- prefix, the levels of purpose will use PL- as a prefix in this Topic only.

Levels of Purpose & Value

Responsibility is the obverse of purpose i.e. you are always responsible for a purpose or value that defines the work (never a person or thing even if it superficially seems like that). Work is purposive and a clear focus on purpose is needed to grasp accountability processes (i.e. how levels of work interact).

This Framework-QH2 reveals that changing reality effectively demands that management addresses work at different levels. Not surprisingly, the process descending this hierarchy is about the conversion of abstract and intangible purposes into actions that deliver specific tangible outputs.

There is a well-developed and validated THEE Framework for purpose, and its Levels can be directly associated with work-levels—but not in a simple 1:1 fashion.

See the Framework of Purpose- PH6 ►

Click on the name of the purpose for a functional definition. Those forms of purpose which are also values are outlined in orange.

L	Purpose	Characteristic Quality	Orientation to Good(ness)	Orientation to Bad(ness)
7	Ultimate value A universally accepted and eternally pursued state of being.	is an experience.	Generator of goodness	Generator of badness
6	Value System Interlinked-valued ideas ordering understanding within a social domain.	is a belief (idea, paradigm &c)	Rationale for goodness	Rationale for badness
5	Social Value A freely shared need-based value serving a specific community.	is a personal need (and communal need).	Potential for good	Potential for bad
4	Principal Object An activity defining the identity of an endeavour.	is the core activity (mandate, brief, terms of reference, primary aim)	Achievable good	Achievable bad
3	Internal Priority A degree of emphasis among valid values or actions for immediate use.	is a brute assertion. (preference, emphasis)	Preferred good	Preferred bad
2	Strategic Objective A desired and feasible outcome which maximizes impact.	is a desired outcome.	Actual goods	Actual bads
1	Tactical Objective A precise tangible time-targetted result which is a step to a desired outcome.	is a pure means.	Means to make goods	Means to make bads

Frame of Reference

Recognizing the frame of reference is crucial. This work-levels analysis uses the organization-as-a-whole as its frame. When the frame of reference is the organization-as-a-whole, then the top leadership has the final say about all the relevant values within that entity. A staff member who violates given values will be subject to discipline, or dismissed.

However, if the frame is a particular post or department, then all levels of purpose are available for activation and use. Lower down, the use of locally relevant higher values is natural and essential. Similarly, HQ staff will unavoidably use the lower levels of purpose (from internal priorities to tactical objectives) in their work.

Headquarters & Operations

Remember: Even if the organization is such that the CEO works at WL5 or below, the higher level work still requires some attention. CEOs must then serve as their own HQ as well as running the operations.

WL7: Identity Control

Identity work for enterprises of any size is about developing and sustaining the mission. Identity itself is defined by the 4 higher levels of purpose, all of which are also values. These include: ■ ultimate values-L7, ■ beliefs and paradigms-L6, ■ personal and social needs-L5, & ■ activities and services-L4 required to meet these needs.
More

• PL7-Ultimate Values: These will usually be chosen from suitable societal ideals.
• PL6-Value Systems:  The organizations will have staff operating many varied value systems, however, it may also have its own specific beliefs or paradigms e.g. if a CEO wants management structured via levels of work, then the organization has to insist on that paradigm.
• PL5-Social Values: These are the needs manifesting in communities and their markets. These values are held by people within and without the organization. They must be affirmed and upheld to maintain social support, find employees and have clients or customers.
• PL4-Principal Objects: These goals define the specific activities and services of the organization. They set the boundaries for work.

This highest work level also determines Directions-sPH6-G2 formed from combinations of these i.e. Convictions (PL7+PL6), Approaches (PL6+PL5), and the Mission (PL5+PL4). See more in Ch. 10 of Working with Values, downloadable here.

WL6: Policy Control

Policy is another Direction-sPH6G2. It is formed by a combination of organizational priorities-PL3 and strategic objectives-PL2.

WL7 and WL6 together comprise headquarters work. This is the brain of the organization. The literature often describes this work as strategic management, but struggles to describe it other than to say that it is reflective, cerebral and involves multi-dimensional analyses. HQ functioning will be discussed further in the organisation of management framework (PH'5Q2sH).

WL5: Strategy Control

The work here entails developing ways by which given policies and strategic objectives (from WL6 and WL7) should be successfully pursued. So the core work is designing strategies-PL2. Strategy, here, refers to a set or system of outcomes which together generate an overall desired outcome (the strategic objective-PL2).

WL4 to WL1: Tactical Objectives Only

All the levels of value have now been considered and must be taken as given. The organization's policies-G2² and strategic objectives-PL2 have to be implemented through existing and new services as specified by the WL5-strategy.

So all those working in the lower 4 operational levels are restricted to determining tactical objectives-PL1 for the organization. These objectives are pure means.

WL5 to WL1 together comprise the operations of an enterprise. The literature often describes operational management as work just at WL5, or perhaps WL5+WL4 or sometimes just WL4 or including WL3—language is used so loosely that it is often difficult to know. This work is commonly devalued with phrases like "day-to-day responsibility" or "mechanical replication of customary practices". These issues will be discussed more fully in the framework for organising management (PH'5Q2sH).

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• Return to the list of additional perspectives.

Originally posted: 8-Feb-2014