Emerging Human Values
My previous post “Are Ideas Measurable?” generated hugely-important discussions that resulted in the planting of the seeds of ideas. My mind has been busy pondering on those ideas coming from different directions. I felt them like a wind changing its direction and even though they may send my mind initially in chaos,; yet it is getting them into some order that is the challenge.
What triggered the initial seed of this post is a comment that Edward Lewellen addressed to me on LinkedIn. The first part of his comment reads:
“Dear Ali Anani, PhD “You've seen me write many times about people needing to know their Core Identity and that, from my experience, over 90% of people have lost their Core Identity to either a single role, or multiple roles they play in life”. This quote invoked a series of thoughts as outlined below.
What makes our core Identity?
Identity is the values we hold to. But the values in the Quote of Gandhi only appears at the top and only below identity. To accommodate core values as the I redraw Gandhi’s quote with my modifications as below:
And then decided to redraw my modified quote as concentric circles:
When we don’t know our core needs we lose our core values we lose self-awareness and our actions accordingly. What we say will be different from what we act. For example, a manager might ask employees to sell a product no matter how. This manager cares for results only. The employees with then question his honesty and shall lose their confidence in him. Worse, if the employees have honesty as of their core values. This initiates conflict of values.
What I plan to cover in the next post is the risk associated with conflicting values in organizations. Conflicts invite for risk and instead of the organization solving serving their attention to improve customers’ service it shall diverge to handling internal conflicts.
How intense the conflict of values. I shall propose establishing a “Heat Map of Risk of Conflicts” as a guide to manage such conflicts by considering their intensity, frequency and the butterfly effect of risks. There are many risks that deceptively look minor now, but later they may escalate fast.
A third expansion of my suggested image is to determine the hidden reasons behind the behaviors of organizations. The surface is the culture of the organization. It is the soil equivalent to planting trees. Core needs and values are the roots. Harvey Lloyd triggered me to think of this issue because of his comments in which he said:
· Your ring analogy sets the stage for natural growth, but what happens when policy prunes, removes or deforests around certain trees in order to support policy objectives?”. If we consider each employee as a tree and the trees form the forest then the question of Harvey becomes vital. Policy makers have their influence on the growth of the individuals and their collective efforts. If the policy makers have different core values than the employees what kind of a forest do we expect to end up with is a legitimate issue. Actions that discredit the credibility of the policy makers will lead to chaos. There is intensifying risk of conflicts of values.
· Harvey added “The limbs are our social and professional skills that bring in available sunlight and water to our main selves. Emotional intelligence if you will, is the placement of our branches and leaves to effectively grow our inner thoughts (Trunk)”. Harvey is mentioning thoughts that lead to actions. Are these limbs the branches and leaves of the tree of an organization? Are information and its circulation the sunlight and water equivalents for a tree?
· Harvey wrote in a later comment “Using your second pyramid, i could state that as long as the CV19 roots do not grow deep enough to invade my experiences, at least as I see them, then we are content to just have an opinion. Once the CV19 tree roots begin disrupting my experiences it is no longer an opinion but a reality of my sun being blocked”. Where do we place experiences? More importantly. I may ask a new question. If the policy makers grow their trees in the employees’ forest what will happen should these trees have penetrating roots cutting the employees’ trees from their water and sunshine supplies? Is there a worse thing policy makers can do? Not only other trees are cut off their survival supplies, but also ruining the culture (soil) in which the employees planted their trees.
· In another comment Harvey wrote “We are not fertilizing wisdom when we inflame group bias”. So, wisdom is the fertilizer for the soil. What other elements we can fertilize the soil of organizations with in your opinion?
· Still Harvey wrote in another comment “You touch on a topic, "generalization" that is a real issue in today's educational world. The ability to look inside our own wealth of knowledge and coalesce competing facts into a cohesive thought. Not to come up with something new necessarily but the ability to think critically about competing ideas”. Competing employees and competing trees in a forest and the analogy between them is the comparison that I started upon reading Harvey’s comment. Our thoughts determine our actions. Which part of the tree thoughts are?
· I have not touched upon many more ideas such as the rings of a tree. The post is already long.
I want to conclude that the tree metaphor is a great one for organizations; yet we still have many issue to resolve before this metaphor maybe of real value.
I look forward to your sharing of your thoughts.
You have no groups that fit your search