Human values

Be creative values

Do it well values

Get it donevalues

Be a part of it values

Part # 1

Get it doneValues

Deciding. 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.

Examples

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

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

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

Examples

The Internet is a powerful mass medium for self-expression which depends on

the ability of its users to speak freely.

Fre

ed

om

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

Because humans are self-interestedand 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.

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

Adam Smith.The Wealth of Nations, 1776.Fr

ee

do

m

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

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.

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

http://www.billgeorge.org/page/takers-and-givers

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.

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.

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

James Gorman

Further inspiration

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

Part # 2

Be a part of itValues

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

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

Team

wo

rk

http://www.values.com/gratitude

http://youtu.be/jDIZS4IQlQkMinute 27:10

Generosity - bending down

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

Simon Sinek

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

Giv

ing

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

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

He

lpin

g

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

He

lpin

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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

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

Eqau

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ort

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ity

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

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

Co

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assi

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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

Alt

ruis

m

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/

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

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

Situation # 3People act prosocially when they see thatfairness is restored.

http://www.nzz.ch/finanzen/nachrichten/es_gibt_das_gute_durchaus_1.10664748.html

Act

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pro

soci

ally

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

Ho

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sty

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

Re

spe

ctTo 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-1485898https://www.teacherspayteachers.com/Product/Love-2024572https://www.teacherspayteachers.com/Product/Trust-1957173

Part # 3

Do it wellvalues

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

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

Qu

alit

y

What are the signs that you need to control?

# 1: PerfectionismYou expect other people to do the work perfectly.

# 2: ConformanceNobody dares to challenge how you think things should be done.

# 3: SilenceThere is silence when you ask for input.

http://smartblogs.com/leadership/2014/04/16/the-insatiable-desire-to-control/

Co

ntr

ol

Thomas Hobbes, 1651.

Humans are fundamentally and universally

selfish, and governments must controlthem so that they don’t destroy one another

in the short-sighted pursuit of self-interest.

Co

ntr

ol

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 creativeValues

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

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/

Op

en

ne

ss

2 examples1. 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/

Op

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ss

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.

Op

en

ne

ss

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

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

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

Tran

spar

en

cy

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

Cu

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sity

2 examples1. 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/

Ch

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Further inspiration

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

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