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By Heinz Peter Wallner (More) • Professor Dr. Kurt Völkl (More) • Last updated on October 04.09.2023, XNUMX • First published on 13.11.2018/XNUMX/XNUMX • So far 5312 readers, 2686 social media shares Likes & Reviews (5 / 5) • Read & write comments
For the management system, 6 principles guide us to a new value system, the Guide should be distinguished. What do you look like?
Values are for Executives very important in this country. In surveys, more than 90 percent of executives attribute very high or rather high importance to values and a good 40 percent see values as a kind of identity and meaning for the company.
The values influence the decisions, they regulate the interaction with each other, also with the customers and they're kind of a virtual role model for that Behavior, especially for executives.
Values are a hot topic and a “code of conduct” has been developed for many companies and published on websites. This code of conduct is usually a collection of desired behaviors.
It is well known that there are normative management values that regulate everything that should happen and apply. In the normal case, the values control the behavior, but exceptions determine the rule. Values therefore need serenity in dealing, they demand a polarity.
On the one hand, compliance with values requires strictness, violations must be punished, otherwise values are useless. On the other hand, it needs klare Rear exits, precisely the exceptions under which values may or must be violated. Values can only regulate the normal case.
In exceptional situations, there is a Plan B. Of course, there are also quite different opinions. The dogmatic approach to values, which are invariably and always rigorous, is also widespread.
The reasons for this are diverse. A Pattern, which can be observed again and again, we could call “wish lists”. Become in an organizational development project People invited, for example in conferences with large groups, about the values of Future think.
The results are lists of values with precisely those values whose negative opposites are currently being lived. So if there is little openness in the company, then "openness" will probably be on the list of values. The same applies to “Esteem" or for "Innovation”. These values reflect the current deficit situation in the company and are therefore purely a wish list.
Another pattern in value projects we can call “valueStatus-quo”.
In this game, the values that currently shape the company are written down. Here you will find values such as “family-run”, “quality” or “tradition”.
And briefly a third pattern that we can call "values of management". In this game, the management sets the values. The strategic deficits of the Company. We value “customer-oriented”, “flexible”, “team-oriented” or “enthusiastic” are the typical representatives.
With these games we will not initiate good development in companies. The value lists remain what they are, just words on lists for which no one takes responsibility. Become in business positive Change processes are hardly initiated via catalogs of values.
Managers are responsible for the small successes of the change to make it visible to everyone. Repetition is also about rhythm because it makes everything easier.
The energy pattern is the steady flow. We need a permanent one Energy-Input to keep the change going. exercise demands their energy every day.
As soon as we work with values and use them in companies, we have to be aware of the polarity. Each value has a sisters value, which is especially true when we act at the level of the virtues.
If consequence (in the sense of Effect) is made an important value in the company, then the positive equivalent of flexibility is sidelined. However, consistency and flexibility form a polar pair of values. Consistency is not “valuable” without flexibility and vice versa. More consistency may be demanded for a period of time, but in the long term these values can only be understood as a pair of poles.
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Dr. Heinz Peter Wallner is a change consultant, executive developer and coach. He runs an office in Graz and Vienna with his consulting firm Wallner and Schauer. His many years of experience from many change projects and from working on the holistic development of people flows into his non-fiction books and his blog. He sees himself as a companion in times of change. All texts by Heinz Peter Wallner.
Univ.-Prof. Dipl.-Ing. Kurt Völkl is general director of an Austrian social insurance company, he also works as a lecturer at the Karl-Franzens University in Graz and as an author of non-fiction. Völkl has been confronted with change in top management positions for 20 years. During this time he has implemented numerous change projects and leadership development projects. Together with the co-author, he is the developer of the “train the eight” change model. All texts from Professor Dr. Kurt Völkl.
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