Section 1: Personal Values

What is important to the women of Example Group?

From an analysis of the top Personal Values chosen by the people in your organisation, we can learn what unites these people, what they share and what they collectively draw from when making decisions in their lives.

Key themes

· Passion and ‘can do’

· High standards

· Open dialogue

· Creating positive change

The Seven Levels
Values Concentration, Gaps and Types

This Model shows where the most frequently chosen Personal Values of the people who work for you are located against the Seven Levels. Concentration shows where people are making decisions from a focus at one or more levels. A values gap represents a level without values in the top ten list. Each of the values can be classified as either Individual, Relationship or Societal type values. (IRS)

Concentration:

· In the top Personal Values, shown in the diagram, the values are located in five of the seven levels with concentration at level 5 – Internal Cohesion. This concentration shows that many of the women at Example Group have a focus on finding life’s mission and meaning.

When we look at all of the values chosen we also see focus at level 5 – Internal Cohesion (35%). The distribution of all values shows where the most energy is concentrated for this group, not just where there is consensus on specific values.

Gaps:

There are no top values in the following levels:

Level 1 – Survival deals with financial and physical well-being.

Level 7 – Service reflects the highest order of internal and external connectedness.

For this group of people, these gaps may mean that the levels a) are unconsciously taken care of, b) are a blind spot, or c) represent the next area of growth.

Types:

IRS: Of the top positive values chosen eight are individual values, three are relationship values and one is a societal value. It is common in the personal values to see a concentration of “individual” type values.

Section 1: Current Culture Values

What is shaping participants’ experience?

The Current Culture Values reflect the participants’ perceptions of what your organisation focuses on and how it behaves. These values provide a picture of the working environment, the positive aspects of the business, and its potential problem areas.

Key themes

· Meeting objectives

· Effective group working

· Focus on the bottom line

· Dedicated

· Lack of long term planning

· Possibility of staff burn-out

The Seven Levels
Values Concentration, Gaps and Types

In addition to the values types listed for the personal values (IRS) we now also have Organisational type values. (IROS)

Concentration:

· In the Current Culture, the top values are distributed in four of the seven levels with concentration at level 4 – Transformation, and level 3 – Self-esteem showing that much of the energy goes toward renewal and development, and also into performance, systems and processes.

When we look at all of the values, both positive and potentially limiting, we can see that the focus for this organisation is showing at level 3 – Self-esteem (26%). Level 3 is concerned with systems and process, organizational effectiveness and best practice.

Gaps:

There are no top values in the following levels:

Level 2 – Relationship focuses on interpersonal relationships either internally or externally or both

Level 6 – Making a difference on creating mutually beneficial partnerships both inside and outside of the organisation

Level 7 – Service reflects selfless support for the common good

In your organisation does this mean that these levels are either a) unconsciously taken care of, meaning that these needs have been satisfied and are effectively in place, b) a blind spot that needs to be examined, or c) that represent the next area of growth?

Types:

· IROS: Of the top positive values chosen three are individual values, two are relationship values, seven are organisational values and none are societal values. This shows that the people see a strong focus on values that address business needs.

Values Matches: Personal and Current Culture

Matching values indicate alignment. The greater the number of matching values, the greater the sense of motivation, commitment and authenticity there is within a group. In a highly aligned culture, one would expect to see three or four matching values.

There are two matching values:

commitment

achievement

One or two values matches indicate that the people feel some level of connection to the working values of this culture. While relatively low, this connection indicates that the people show some degree of commitment and are able to perform to some degree for your organisation.

Section 1: Current Entropy

Potentially Limiting Values are values that can cause frustration among employees and hinder the progress of your organisation if they are not addressed. This chart depicts the percentage of potentially limiting values in the Current Culture from all of the values chosen by the survey participants. Potentially limiting values are found only at levels 1, 2 and 3. This is a reflection of the degree of disorder within a system. Entropy levels of 10 percent or lower indicate a healthy organisation.

16% of all votes were for potentially limiting values. This level of entropy reflects issues requiring cultural or structural adjustment. It is important to reduce the level of entropy to 5%-10% to improve performance.

· There are two potentially limiting values in the top values of the Current Culture. What are the causes and corrective actions behind these values?

Long hours Working long hours can be detrimental to one’s health and to family relationships/dynamics. It is important to get a balance in life. Over time long hours can reduce personal resilience and have a deleterious impact on health.

Short-term focus is potentially limiting when it sacrifices long-term growth for short-term gain.

Concentration of Entropy

· The entropy is concentrated at Level 3 indicating issues affecting systems and processes and delivery of products and services

· The 2 potentially limiting values in the top values indicate that there is a problem with over-working and energy being consumed by addressing immediate needs.

Section 1: Desired Culture Values

What values do participants want for their future?

The Desired Culture Values reflect what the participants believe to be important in achieving optimum performance within this organisation. These values can show the next steps that they want this organisation to take; antidotes to current problems; and current values that need strengthening.

Key Themes

· Strong call for a focused effort to work together

· Strengthen communication and clarity

· Allow the business and its people to move forward

Matching Values- indicate alignment. The greater the number of matching values, the greater the sense of motivation, commitment and authenticity there is within a group.

Current Culture and Desired Culture

There are three matching values:

commitment

teamwork

passion

These are the attributes that the Example Group female participants experience now and want to continue to support in the future. One to three values matches shows that the people have some confidence in the current direction of your organisation yet want to see a significant shift in values that will strengthen performance and commitment.

Personal Values and Desired Culture

There are two matching values:

commitment

communication

These are the values that, if chosen to be guiding principles of this organization, could easily be brought to work by the Example Group female participants, as they are important in their daily lives.

Across-the-board Matches

There is one across-the-board matching value between the Personal, Current and Desired Culture values:

commitment

In a highly aligned culture, one would expect to see three or four Personal Values that are also found in the Current and Desired Culture.

New Values in the Desired Culture

These are values in the Desired Culture Values list that are not in the Current Culture Values list. They are values that the respondents would like to see implemented in order for your organisation to achieve its highest performance.

There are nine new values in the values plot diagram.

customer centricity

empowerment

communication

simplicity

innovation

diversity

leadership development

trust

vision

The Seven Levels – Values Concentration, Gaps and Types

Concentration

· In the Desired Culture, the top values are distributed in five of the seven levels with concentration at Level 4 showing that the participants want more energy directed towards renewal and development and Level 5 showing that the participants want to build a sense of community spirit inside your organisation.

· When we look at all of the values chosen we can see that the focus for this organisation is at level 4 – Transformation (30%). Level 4 represents the willingness of an organization to change and be open to input from employees.

Gaps:

There are no positive values in the following levels:

Level 1 – Survival focuses on financial matters and organisational growth

Level 3 – Self-esteem focuses on performance and systems and processes.

Types

· IROS: Of the top positive values chosen three are individual values, five are relationship values, four are organisational values and none are societal values. This represents a much more even spread of values with a shift to a more positive focus on relationships within the organisation.

Section 1: Distribution of Values

The Distribution of Values shows what percentage of the total values are represented in the three major areas of what we call “Self Interest,” “Transformation” and “Common Good.” “Self Interest” is where we find foundational needs such as financial and physical health, interpersonal relationships, and systems and processes that help us function. They are represented in levels 1, 2 and 3. “Transformation” is centred at level 4. This level is about branching out from foundational needs and beginning to challenge and question ideas and embracing opportunities for growth and learning. “Common Good” encompasses levels 5, 6 and 7. In these levels, individuals and organisations are focused on meaning and mission in their lives and work. Individual needs that are met are able to support a more external focus in which people can mentor, guide and give back.

Section 1: Values Jumps

This table shows the values that received the greatest increase in votes from the Current Culture to the Desired Culture. The values in bold are top values in the Desired Culture. These increases are significant as they represent values that are of rising importance to the participants.

Key Requests:

· The participants want a greater client focus.

· They want greater guidance towards the future.

· They want people to work together more and to have the authority to make independent decisions.

· They want greater openness and integrity throughout the organisation.

Value	Current Culture Votes	Desired Culture Votes	Jump
customer centricity	8	19	11
empowerment	6	17	11
communication	6	16	10
simplicity	4	14	10
vision	2	11	9
long-term perspective	2	10	8
teamwork	15	22	7
honesty	2	9	7
trust	5	11	6
talent development	3	9	6

Section 1: Business Needs Scorecard

While the dot plots look at an organisation from a cultural perspective, the Business Needs Scorecard looks at an organisation from a business focus perspective. The BNS shows what aspects of business your organisation is currently focusing on and what aspects of business the participants would like it to focus on.

Current Culture

· Based on the top fourteen values in the Current Culture, the Example Group participants see your organisation focused on four of the six categories – Finance, Fitness, Evolution and Culture. There are no top positive values in the categories of Client Relations and Societal Contribution.

· There is conflicting energy in the areas of Fitness and Evolution revealing that some of the positive focus in these areas is being cancelled out.

Desired Culture

· Based on the top twelve values in the Desired Culture, four of the six categories are covered – Fitness, Client Relations, Evolution and Culture. There are no top positive values in the categories of Finance and Societal Contribution.

There is a much stronger focus on the area of Culture, showing that people want a stronger sense of community spirit and identity.

	Current Culture	Desired Culture
Finance	cost reduction profit
Fitness	achievement results orientation long hours (L)	simplicity
Client Relations		customer centricity
Evolution	short-term focus (L) continuous improvement	innovation
Culture	teamwork cooperation	teamwork empowerment communication trust
Societal Contribution