Human values

Human values

Be creative

Be a part of it

values

values

Get it done

Do it well

values

values

Part # 1 Get it done Values

 Deciding.

Examples  Doing things.  Delivering / sending.  Being active.  Getting things done.  Finishing things.  Achieving things.  Being ambitious.  Seeking competition.  Being aggressive.  Wanting to win.  Wanting to be stronger / better / faster / richer / prettier.

When was the last time you released the tiger in you?

https://www.pinterest.com/pin/446700856765765775/

 Being free.

Examples  Being independent.  Seeking success.  Seeking results.  Being selfish.  Being powerful.  Dominating.  Seeking personal enjoyment.  Getting as much as possible out of something.  Controlling.

Freedom

The Internet is a powerful mass medium for self-expression which depends on the ability of its users to speak freely.

http://coreinternetvalues.org/?page_id=1426

Freedom

Because humans are self-interested and their decision making is driven by the rational weighing of costs and benefits, their actions in a free market tend to serve the common good.

Adam Smith.

The Wealth of Nations, 1776.

http://hbr.org/2011/07/the-unselfish-gene/ar/1

30% of people behave selfishly 30% Behave selfishly.

50% Some treat kindness with kindness and meanness with meanness.

Others cooperate even when it comes at a personal cost.

20% Choose sometimes to cooperate and other times not to.

http://hbr.org/2011/07/the-unselfish-gene/ar/2

The Institute for Policy studies note that in 2007, compensation for the CEOs of the S&P 500 averaged 344 times the average US worker's pay.

30 years ago, the ratio was about 35 to 1. http://blogs.hbr.org/hbr/mcgrath/2008/09/labors-looking-good-and-jack-w.html

In taker cultures, the norm is to get as much as possible from others while contributing less in return.

Employees help only when they expect the personal benefits to exceed the costs. https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076

After studying hundreds of business leaders - and personally knowing many times more - I have decided that you can divide them basically into two categories: "takers" and "givers."

The “takers� are out for themselves. http://www.billgeorge.org/page/takers-and-givers

Bill George

Fixing the culture will require creating a compensation system that better aligns or balances shareholders’ interests and the broader society’s interests with the individual’s interests, and changing the perception that it’s the individual that’s the hero.

James Gorman

http://www.bloomberg.com/news/2010-11-08/morgan-stanley-s-gorman-says-hero-culture-needs-to-change-to-limit-risks.html

Further inspiration https://www.teacherspayteachers.com/Product/Power-distance-1550695

Part # 2 Be a part of it Values

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Caring for other people.

Caring about other people.

Serving people.

Doing something for others.

Helping people.

Sharing ideas / knowledge / things with others.

Being selfless.

Listening to people.

Trying to understand people.

Giving to others.

Being generous.

Involving people.

Examples

            

Being a part of something.

Belonging to something.

Treating people equally.

Being fair to other people.

Supporting a cause.

Supporting a community of people.

Being honest.

Being humble.

Thanking others.

Loving others.

Being compassionate.

Being empathic.

Seeking collaboration / cooperation.

Examples

Teamwork

When I arrived at IBM, one of my first questions was, “Do we have teamwork?,” because the new strategy crucially depended on our ability to provide an integrated approach to our customers. “Oh, yes, Lou, we have teamwork,” I was told.

“Look at those banners up there. Mr. Watson put them up in 1938; they’re still there. Teamwork!” “Oh, good,” I responded.

“How do we pay people?” “Oh, we pay on individual performance.” The rewards system is a powerful driver of behaviour and therefore culture.

Teamwork is hard to cultivate in a world where employees are paid solely on their individual performance. http://www.mckinsey.com/Insights/Leading_in_the_21st_century/Lou_Gerstner_on_corporate_reinvention_and_values

http://www.values.com/gratitude

Generosity - bending down to pick up papers and holding the door open for someone is expecting nothing in return.

Simon Sinek

http://youtu.be/jDIZS4IQlQk Minute 27:10

Giving

Giver cultures depend on employees making requests. Otherwise, it’s difficult to figure out who needs help and what to give.

Studies show that direct requests for help between colleagues drive 75% to 90% of all the help exchanged within organizations.

https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076

In giver cultures, employees operate as the high-performing intelligence units do: helping others, sharing knowledge, offering mentoring, and making connections

without expecting anything in return. https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076

Helping

Asking for help involves at least some vulnerability, so it stands to reason that people would turn to helpers whom they can trust with their thoughts and feelings.

http://hbr.org/2014/01/ideos-culture-of-helping/ar/1

Helping

Help is embedded in the entire design process at IDEO: From the famous brainstorming sessions, through formal design reviews, to the many forms of support and encouragement for project teams seeking feedback on ideas. http://hbr.org/2014/01/ideos-culture-of-helping/ar/1

People working for IDEO named the 5 people who had helped them most and rated them on 3 attributes: 1. Competence.

2. Trust.

3. Accessibility.

http://hbr.org/2014/01/ideos-culture-of-helping/ar/1

Eqaul opportunity

Everything I’ve done is rooted in the notion that every human being is born equally capable.

What people lack is equal opportunity.

My goal has been to expand opportunity to as many people as possible so they can reach their potential.

http://www.inc.com/magazine/201312/pierre-omidyar/ebay-inspiration-more-effective-than-delegation.html

http://www.values.com/including-others

Most people identify and participate in several communities - often based on neighborhood, nation, faith, politics, race or ethnicity, age, gender, hobby, or sexual orientation.

Like Russian Matryoshka dolls, communities often sit within other communities. What is a good example of a community in which your needs are met really well? http://ssir.org/creating_health/entry/what_is_community_anyway

Compassion

A strong feeling of sympathy and sadness for the suffering or bad luck of others and a wish to help them.

http://dictionary.cambridge.org/dictionary/british/compassion

Altruism

Is it true that - like fossil fuels - altruism / fellow feeling are scarce resources that are depleted with use?

Or is it more reasonable to regard them like muscles that develop and grow stronger with exercise?

Michael Sandel

http://youtu.be/ZafL7_CaMbg

Landet ein Altruist inmitten von Egoisten, hat er keine Chance – er wird ausgenutzt.

Wird er aber in der Nachbarschaft von grundsätzlich Kooperationswilligen geboren, gibt es einen Dominoeffekt: Die Nachbarn fangen plötzlich auch an zu kooperieren. Sie schalten von egoistischem auf kooperatives Verhalten um, weil der Altruist die in ihnen angelegte Vorliebe zur Freundlichkeit anspricht.

Dirk Helbing. http://www.beobachter.ch/leben-gesundheit/psychologie/artikel/altruismus_warum-nette-am-ende-siegen/

Acting prosocially

Situation # 1 People act prosocially when they are confronted with people they perceive to be part of their group.

Situation # 2 People act prosocially when they anticipate that goodness is reciprocated with good.

Situation # 3 People act prosocially when they see that fairness is restored. http://www.nzz.ch/finanzen/nachrichten/es_gibt_das_gute_durchaus_1.10664748.html

Honesty http://www.slideshare.net/reed2001/culture-1798664

How would you like your epitaph to read?

John Cleese: My friends thought that I was

reasonably kind.

Nothing about your contribution to the world of humor?

John Cleese: No, I don’t regard any of that as anything other than an amusing way of passing the time. I love the fact that I’ve made people laugh, but the important thing, ultimately, I do believe, is a relatively small number of really close relationships. http://hbr.org/2014/03/john-cleese/ar/1

Respect

To respect another human being is to recognize their inherent equality with you. It’s to recognize that, to paraphrase Gandhi, we all carry a piece of the truth within ourselves.

Each of us has something to contribute to the other. Each has inherent value. I recognize a piece of me in you. I recognize that we are both intelligent, feeling, sovereign beings with the same rights and responsibilities. http://morelibertynow.com/liberty-human-values/

Further inspiration https://www.teacherspayteachers.com/Product/Listening-tips-1485898 https://www.teacherspayteachers.com/Product/Love-2024572 https://www.teacherspayteachers.com/Product/Trust-1957173

Part # 3 Do it well values

 Being accurate.  Being precise.  Being correct.  Being disciplined.  Being consistent.  Being focused.  Being cautious.  Being worried.  Securing things.  Wanting safety.  Working efficiently.

Examples

 Being obedient.  Doing things perfectly.  Being diligent.  Needing a process.  Needing a structure.  Needing order.  Seeking quality.  Seeking stability.  Holding on to a tradition.  Reflecting / thinking.  Judging.

Examples

Quality

One day, your co-worker Susan lets you know that a highly anticipated product feature, which is about to launch, does not meet her quality standard, and she's worried.

If your immediate reaction is: If Susan's worried, I'm worried. Let’s figure out how long it's going to take to fix the problem and move the launch date. It'll be painful, but we'll get through it…” Then, you value quality highly.

Adapted from http://www.linkedin.com/today/post/article/20131016164310-658789-how-to-uncover-your-company-s-true-culture

Control

What are the signs that you need to control? # 1: Perfectionism You expect other people to do the work perfectly. # 2: Conformance Nobody dares to challenge how you think things should be done. # 3: Silence There is silence when you ask for input. http://smartblogs.com/leadership/2014/04/16/the-insatiable-desire-to-control/

Control

Humans are fundamentally and universally selfish, and governments must control them so that they don’t destroy one another in the short-sighted pursuit of self-interest.

Thomas Hobbes, 1651.

http://hbr.org/2011/07/the-unselfish-gene/ar/1

4 basic values whose purpose is to avoid embarrassment or feeling incompetent # 1: Remain in control. # 2: Maximize winning and minimize losing. # 3: Suppress negative feelings. # 4: Be as rational as possible.

Be rational means to define clear objectives and evaluating whether you have achieved them or not.

Chris Argyris. http://hbr.org/1991/05/teaching-smart-people-how-to-learn/ar/6

Further inspiration https://www.teacherspayteachers.com/Product/Reasons-why-people-resist-change-1453736

Part # 4 Be creative Values

 Learning things.  Creating things.  Developing things.  Changing things.  Trying new things.  Thinking strategically.  Adapting to a new situation.

Examples

 Being adventurous.  Being bold.  Challenging things.  Improving things.  Thinking creatively.  Being curious.  Being open-minded.  Exploring.

Examples

Openness

People who are open minded are receptive to fresh ideas even if those ideas challenge their strongly held beliefs.

http://www.destination-innovation.com/articles/are-you-open-minded/

Openness

2 examples 1. Share openly on the Internet how much people are paid.

2. Invite young people to a meeting and ask them to live tweet their reactions – including what they don’t agree with.

http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/

Openness

The remarkable growth of the Internet and the limitless variety of Internet applications follow directly from the open model of Internet connectivity and standards development.

Any individual, organization, or company can develop and distribute a new Internet application that can be used by anyone.

http://coreinternetvalues.org/?page_id=1418

https://twitter.com/alannakrause/status/535159248188358656

Transparency

One day, someone raises an issue during a meeting. You disagree completely with their position.

If your first reaction is to speak up and say, “I don’t see it the same way; here’s what I think…” then you value transparency higher than, for example, politics.

Adapted from http://www.linkedin.com/today/post/article/20131016164310-658789-how-to-uncover-your-company-s-true-culture

Curiosity http://www.slideshare.net/reed2001/culture-1798664

Challenge status quo

2 examples 1. An organization cannot challenge the status quo if individuals cannot challenge their leaders. As a leader, you have to make it safe for people to dissent.

2. You have to make it possible for people to take small risks. Create an internal kickstarter platform.

http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/

Further inspiration https://www.goodreads.com/review/show/963181477 http://infolab.stanford.edu/~jure/pub/misc/darja_clanek.pdf http://www.insead.edu/facultyresearch/research/doc.cfm?did=55110 http://www.mindtools.com/pages/article/newTED_85.htm http://www.roch.edu/people/lhalverson/universal_values.htm http://www.slideshare.net/frankcalberg/questions-to-discover-your-values http://www.stevepavlina.com/articles/list-of-values.htm http://strandtheory.org/images/Schwartz_Value_Theory.pdf http://www.ted.com/talks/ruth_chang_how_to_make_hard_choices https://vimeo.com/103574570

Serve yourself, pay what you think is fair.

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