Value development

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Welcome to the Value development page

Description

What is Value development?

Leaders must design workplace contexts that encourage good behaviour. Keeping prosocial values top of mind for employees as they make decisions will reduce the likelihood of transgressions while making workers happier and more productive. Unfortunately, interventions to encourage ethical behaviour are often based on misperceptions of how offences occur and thus are not as effective as they could be. This is because people tend not to recognise the influence of context. Yet minor changes to the context can significantly affect a person's behaviour. Creating an ethical culture thus requires thinking about ethics not simply as a belief problem but also as a context problem.

• Employees should easily see how ethical principles influence a company's practices for good.
• Behaviour tends to be guided by what comes to mind immediately before engaging in an action. People working in an ethical culture are routinely triggered to think, "Is it right?" rather than "Is it legal?"
• Descriptive norms—how peers behave—tend to exert the most social influence.

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Thinking about the concept

A visual thesaurus search is always an excellent starting point to discuss a concept definition:

VALUE

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Thesaurus - Synonyms, Antonyms, and Related Words (freethesaurus.com)

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Relations of Value development within Leading into the future (and Corporate- & organisational futuring)

There exists a close vertical relationship within Leading into the future:

• Outer focus: Agility
• Other focus: Value development
• Inner focus: Leading

On the Other focus level, an affiliation exists with Organisational futuring:

• Talent development
• Learning organisation
• Process management
• HR management

And Corporate futuring:

• Ethical decision making
• Performance
• Operational management
• Organisational structure

In concrete terms, this means:

• The trio - 'Leading', 'Value development' and 'Agility' - is inextricably linked.
• Your 'Value development' contributes substantially to 'Talent development', Learning organisation', Process management' and HR management'.
• Furthermore, 'Leading' is part of the Other focus level where 'Organisational-' and 'Corporate futuring' meet.

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Supports our 'Value development' our 'Leading' and our 'Agility'?

• Is our 'Value development' robust enough to generate a viable 'Talent development', 'Learning organisation, 'Process management' and 'HR management'?
• Is our Value development a 'collider' or a 'mediator'?