Values Perspective TM Report for Chris Sample Groupname Company Name `
Page 2 Welcome to your Values Perspective Report In responding to the Values Perspective Survey, you made a conscious selection from among 102 value priorities, presented in three steps. While these values by no means represent the total possible number of human values, they are based on research. This Report will help you to understand your choices. Your selection of values indicates how you tend to use your personal energy, make decisions, and form relationships with others. You know from your own experience that others may hold different values from your own. It is important to note that this report does not suggest that any value or values Perspective is preferable to any other. Nor does it correlate to levels of development, intelligence, or morality. Your Report does suggest what your general view or Perspective on the world is, based on the choices you made in the survey, and, on the following pages, will give you ways to think about this and its implications for your personal life and work. Your Core Perspective: Management We each tend to hold a Core Perspective, where the largest percentage of our values energy is expressed. Though it likely characterizes your general worldview, this does not mean you are limited to this Perspective. Your Top Priority Values The values you selected and rated as highest-priority are the ones you tend to draw on most often. Generally, those ranked highest tend to direct your attention the most strongly. These values may represent your natural talents, or they may represent areas you recognize as needing more of your attention. Your Highest-Priority values are: 1. Integrity 2. Respect 3. Self-Confidence 4. Dialogue 5. Responsibility 6. Fairness 7. Decisiveness 8. Commitment 9. Development Please turn to the following pages for more on how your values work.
Page 3 Your Values Perspective Summary Introduction to Your Core Perspective All of us, as individuals or together in groups, hold one Perspective more strongly than others. Each Perspective suggests particular characteristics, and each has unique advantages and challenges associated with it. It is important to note that no Perspective is better than any other. As life conditions and demands change, you may be challenged to assess your Core Perspective in regard to the way you live and the work you do, and decide if changes should be made in how you are directing your attention and energy or not. It is entirely up to you and your best judgment about how to best live your life in a way that honors the values that are most important to you. Values Perspectives Management Perspective The values in the Management Perspective are concerned with organizing and governing, so they are generally found in business organizations and other institutions that present a hierarchically expanded context. Values in these contexts are often presented and understood as policies and are implemented in proven, standard, or approved procedures. This Perspective is a natural outgrowth of the Family Perspective, which is about the basic values that are important for working in groups. The values that govern what is important in the expanded context of the Management Perspective are more oriented toward managing the priorities in larger, more complex contexts and situations. By contrast, it is not uncommon for groups or teams within organizations to operate day-to-day within the Family Perspective, which places an emphasis on smaller groups, held together by bonds of personal affiliation. The Management Perspective is the most typical framework for medium- and larger-sized organizations and institutions, and to some natural degree, the people working within them, to establish as a Core Perspective. Control of resources and designation of authority resides within the structure of the organization or institution itself. Legitimate authority is distributed to various people and typically follows a hierarchy which defines levels of responsibility. Responsibility is held by individuals based on willingness to assume it, technical competence, and readiness as assessed by those in higher authority. This Perspective is not limited to organizations. Indeed, as individuals we all need to be able to operationalize values in this Perspective. The Grounding, Family, and Management Perspectives all hold a common objective, which is to establish a stable, reliable, and manageable world. The values in the Management Perspective are those that support the skills necessary to maintain operations and stability in a predictable, controlled manner.
Page 4 Your Core Perspective In-Depth: Management As your strongest Perspective, the Management Perspective receives most of your attention and energy. This Perspective emphasizes managerial responsibility, control over one's span of authority, and achievement as defined by recognizable norms. Whether or not you work in an organizational situation, we all need to manage our lives through the creation and maintenance of rules and reliable structures. In the Management Perspective, establishing foundations of stability and control is necessary to flourish in a changing world. This is accomplished mainly through the institutions and organizations in which we work, and we rely on policies and regulated procedures to achieve productive outcomes. Problems are identified through reliable sources of information, defined and solved through rational effort and analysis, and delegated to members of the organization best equipped to solve them. Whom we communicate with and when is regulated by hierarchal structures and roles. Rewards are achieved through personal merit in accordance with policy standards. The Management Perspective is strongly emphasized in "First World" societies, and developing societies increasingly aspire to it. Suggestions for Development Maintaining effective structure is a continual challenge in today's changing world. Thriving in this Perspective often and increasingly requires attention to values like Competence, which necessitates ongoing skill evaluation, leading to training and education. People having this Perspective may feel a pull toward skill-building and education, not only to be successful at one s job, but to feel self-confidence in one s abilities to advance and achieve on a personal level. Taking more personal responsibility for developing one's own technical and managerial competence is an important factor in development. As a Core Perspective, the Management Perspective may tend to lead toward an over-reliance on analytical and structural skills. One of the common risks for people who invest the greatest amount of their attention and energy in this Perspective is a lack of the people and relationship skills -- the "soft skills" -- needed to fully accomplish the goals and objectives that are vital to this Perspective. Communication and interaction processes may tend to favor structural efficiency by being overly or narrowly goal-focused, or simply be driven by policy and procedure, at the cost of the kind of interpersonal interaction that leads to sharing information and ideas that can be critical to understanding and being effective in complex, ambiguous and changing situations. Strengthening Your Foundation Values. Values Perspectives that are foundational to your Core Perspective are Grounding and Family (see table on previous page). In times of crisis or prolonged stress, we need to rely on those foundational values and skills, and to have them already in place. Be sure you are devoting sufficient energy to securing your most basic values, those found in the Grounding Perspective, (involving issues of safety and security, and the most basic relational needs of physical affection and kindness toward others); and your Family values (the values that provide stability in the home or among the people you are closest to, and are characterized, for example, by loyalty and respect toward others). Activating Your Vision Values. Your Vision values are your "growing edge" -- those in the Perspectives tending toward expanded levels of awareness of yourself and your relationships with others (Relational Perspective), and toward growing awareness of the larger systems in which you live and work, beyond family and beyond a single organization (Systems Perspective). One of the most common errors from the Management Core Perspective is over-valuing Rationality to the extent of overlooking the Relational Perspective values, and trying to "jump" to Systems Awareness. Without the relationship values in the Relational Perspective (which include Empathy toward others who are different from you), Systems Awareness values are detached from the human interactions essential to the maintenance of systems networks. Such a values "gap" will prevent the Systems Awareness Perspective from being fully realizable. In other words, learn about your own unique cognitive and emotional preferences and how others' can be different; learn how to listen, and be fully present with others. These values and skills are foundational to extending your reach and being effective in the more expansive value-arenas of Collaboration and Strategy.
Page 5 Please turn to the following pages for more on your highest-priority values.
Page 6 Your Highest-Priority Values In-Depth Your Highest-Priority values are: 1. Integrity 2. Respect 3. Self-Confidence 4. Dialogue 5. Responsibility 6. Fairness 7. Decisiveness 8. Commitment 9. Development Your highest ranked priority values are those values you tend to draw on or turn your attention to most often. Generally, the values you have ranked highest tend to dominate your awareness. Lower ranked values can act in support of higher ranked values, or act alone, depending on the requirements of a specific situation. The exact rank-order is never rigid, but rather, tends to be dynamic. As you work with these values you will be able to observe with increasing awareness when each is being called upon. These values may represent your natural talents and preferences, or they may represent areas you recognize as needing more of your attention. In the first case you will likely have skills to support these values. In the second case, you may need to develop skills to support specific values. Note too, that it is the nature of values that least some of your highest-priority value choices are likely to remain important and hold energy for you for years to come; some even for a lifetime. Questions to Consider use these questions to reflect on your Highest-Priority values How To Use The Questions Below: On the following pages are the values you selected as most important to you, in highest-priority order. As you read the definition and consider the questions for each value, remember also that how you define and live each of your values is influenced by your Core Perspective. Accordingly, you may want to refine the definition of the value to best express what it means for you. Not all of the many questions pertaining to your highest-priority values will be relevant to your present situation or interests. We suggest you choose only a few questions relevant to your highest-priority values---focusing only the ones that interest, intrigue, or challenge you the most--- and reflect on them. Other questions that appear below may become more relevant in the future, so be sure to save this Report for future use. If an important value in your life is missing from this list, add it. Make notes on your reflections, discuss them with a friend, trusted confidante, counselor or coach, and use them to make some decisions about how you will live your values. Please turn to the following pages for more on your highest-priority values.
Page 7 Your Highest-Priority Values are: 1. Integrity Acting in accordance with one's personal moral principles even in unclear or ambiguous situations. Integrity is about consistency between beliefs, and actions. To consciously exercise integrity you must be aware of both, and this values report will help you with that awareness. Becoming more aware of your actions means paying attention to yourself, and asking others for their feedback about your behavior. How do you monitor your actions now? How do you get constructive feedback from people so you can improve? Who can you ask for feedback about your integrity? Decide who you can ask, and do that as a part of your development. It is often the case that when we fail to exercise integrity, we are not aware of our choices and fail to take the time to consider the consequences for a given choice. Do you regularly assess the consistency between your beliefs and values, and your actions, and then ask what additional options might be available to you that are not in your usual awareness? When do you find yourself making compromises that impact your personal integrity? What are the values or principles that you will not allow to be compromised? 2. Respect Recognizing the worth, accomplishments or property of others. Respect is basic to all productive relationships. But because it is so basic, it is often assumed to be in operation but may not be fully supported by behavior. Without respect, human relationships will not develop. How do you regularly recognize the worth and accomplishments of others, respect their property and their rights as people? How do you feel when you are respected, even if you disagree with someone? Respect must be shown to be appreciated, and this can be done in many different and subtle ways. We most often reveal genuine respect though our spoken language and immediate behaviors. Pay attention to those around you to learn how they think and feel about being respected of disrespected. Respect must be authentic, genuine. Identify how establishing respect with an individual supports the relationship you have with that person. Then begin to examine other relationships you have, looking for ways to strengthen respect. Do you reinforce your respect for that person regularly? If you a member of a work group, become aware of the respect shown to individual members. Rather than admonish people to show respect, become a behavioral role model. Your efforts will be noticed and appreciated.
Page 8 3. Self-Confidence Knowing one has the ability to rely on oneself in specific situations. Why is it important to be self-confident? How do you express self-confidence? When in your life did you first become aware of feeling self-confident? Is there someone in your life who fostered your selfconfidence? Who and how? What are your natural talents and strengths? What are the specific areas in which you know you can excel? Are there areas into which you would like to extend your ability such that you know you can act with confidence? If so, how can you use your natural strengths as a foundation to extend into these areas? Are there times when your self-confidence is lacking? If so, what do you need to do to restore it? Do you need the help of friends or associates who support you in your abilities? Do you need to develop additional skills so that you can act with confidence? Are there ways that you have succeeded in restoring your sense of self confidence in the past that would work for you now? 4. Dialogue Listening and communicating so as to attain genuine understanding of another's position and ensure their understanding of your own. How do you define Dialogue? What are your experiences of dialogue as you define it? What were the outcomes? Why is Dialogue important? Do you have a teacher, role model, or champion of dialogue who has influenced you? If so, who and how? When in your life did you become aware of the importance of Dialogue? How? What among your personal qualities are reflected in your selection of Dialogue as a high-priority value? When have you participated in a successful dialogue, and how would you define its success? What did you learn? What skills would you like to acquire or hone in order to be more effective in dialogue? What would you like others to understand about the value of Dialogue? How have you, or will you, communicate this value? What skills might you need to acquire to communicate effectively? How will you acquire or refine these skills? Dialogue is likely a leading-edge value for the 21st century. It is a Systems Perspective value, that, to be fully operational, requires the support of active values in more foundational Perspectives: for example, Self and Other Awareness Perspective (with values like Listening, Openness, and Trust), Management Perspective (values like Informing, Responsibility and Rule of Law, meaning that one gives relevant information, takes ownership for one's own role, and follows the rules), and Family Perspective (Honesty, Respect). Can you track these or other fundamental values among your conscious values priorities? If so, what values are operating and how? If not, what values may you need to activate? What skills do you, and your dialogue partners, need to develop?
Page 9 5. Responsibility Being accountable for people, a specific set of duties, or a project. Our responsibilities compete for our attention and energy, so we must prioritize among them. What do you consider to be your top or highest priorities? Identify the different ways in which you support your top responsibilities. Do those to whom you feel responsible know or understand how you support them? Do not simply assume they understand correctly. How much of a sense of ownership do you tend to take for problems, projects and people? The sense of ownership associated with the Responsibility value is a powerful motivating energy that is often experienced as such by the person who holds this value. It is also felt by the people around him or her, giving them a sense of security. When it is over-done, others may feel overly controlled. When we are overly responsible, we can easily become over-extended, which may result in failure. How do you react emotionally when you are not able to support one of your responsibilities? Some self assessment will tell you if you need to manage how responsibility works in your life. If you identify yourself as being highly responsible, you may benefit from getting some feedback and observations from others about your behavior. Are you exercising too much, too little, just the right amount of responsibility? 6. Fairness Behaving in accord with commonly understood rules that ensure equity and impartiality. Fairness is a value that is often learned in our early lives, within family situations, or situations where we are dependent on the rules and actions of others. We then carry this value forward to apply it later in life based on those early lessons. Can you identify when and how Fairness became important in your life? What life events taught you about Fairness? How has your value of Fairness changed through your life and experiences? In what ways do you ensure Fairness in your dealings? Why is it important? Have you been in situations where norms, rules, or even laws created unfair conditions? If so, who was affected and how? What were the results? How do you react when you encounter unfair practices or behaviors? Are you affected emotionally by unfairness? In what ways? What have you learned from your responses to unfair situations or conditions that you can put into practice? What skills do you use to respond effectively to get appropriate redress? How can you call attention to both fair and unfair practices in ways which will have an effective impact on others? Have you ever encountered conflicts, either personally, socially or professionally, that have been caused by differing assumptions and beliefs as to what is "fair?" If so, what happened? Was the outcome satisfying or dissatisfying to you? If you experienced disappointment or frustration at the outcome, what skills might you wish to seek in order to achieve more positive outcomes in the future? For example, communication or influence skills; or, dialogue skills, such as listening and communicating so as to attain genuine understanding of another's position and ensure their understanding of your own, in order to come to useful agreements with regard to issues such as what is fair. What do you do to instill the value of fairness in other people and in institutions? In what ways are you a positive example of the value of Fairness? How does your value of Fairness affect your other highestpriority values?
Page 10 7. Decisiveness Making unambiguous, firm, and timely decisions. Why is Decisiveness important? Why is it necessary to make unambiguous, firm, and timely decisions? What important decisions have you made and what were the results of those decisions? Do you have a family member, teacher, or role model or models for Decisiveness? What qualities about that person or people contributed to their effectiveness? Are you perceived as a decisive person? If so, why? If not, why not? Do you want to be perceived as decisive? If so, can you do to ensure that perception? Have you always valued Decisiveness? Why or why not? What goes into your decision making? What types of information or input do you seek, for example, cultural, relational, strategic or other factors? To what degree do you seek information, input, participation, or consensus in your decision-making and why? Do you have sufficient skills along the decision-making continuum, from autocratic to consensual decision making, from simple to complex decisions requiring trade-offs? If not, when might you need such skills, and what can you do to build them? Have you made decisions or witnessed the outcomes of decisions made by others that had unforeseen consequences, either negative or positive? If so, what were they, and under what conditions were they made? What did you learn? Do you have a trusted peer, advisor or counselor that you can consult when making difficult decisions? How do you ascertain that your decision was an effective one, shortterm, mid-term, long-term? Do you ever seek feedback on your decisions? Why or why not? How do you communicate decisions? Are there any skills you need to acquire with regard to communication, whether with regard to timing, clarity, emotional sensitivity, inclusiveness or selectivity? If so, what? If not, how might you teach or mentor others to communicate effectively? Are you ever required to justify or defend decisions? If so, how have you done so and how successful was the outcome, and what did you learn? 8. Commitment Willingness to fulfill a course of action, promise, or agreement. How do you define Commitment? To whom, or what, have you committed yourself in your life, and why? How did you express your commitment? What were the results? Why is commitment important to you? What would you like others to understand about the value of Commitment? Have you experienced lack of commitment on the part of others in your life? In what ways did it affect you? Do you have a role model for commitment in your life? Who was it, when, and what did you learn? Are you a role model to others for commitment? If so, how? How do you express your commitment to another or others? Do you expect your expression to be reciprocated? If so, how? How do you know that this expression is understood by the person or people you are committing to? Do you have explicit expectations with regard to how you will recognize others' commitment to you? Does it matter? If not, you may wish to consider that one-sided commitment may result in undesired outcomes. For anyone considering a mutual commitment that assumes family, financial, or other significant responsibilities, it is worth considering the development of skills associated with the more foundational values of Respect, developing mutual Trust, and the advanced skills of Dialogue: listening so as to attain genuine understanding of another's position and communicating so as to ensure their understanding of your own; and coming to informed agreements as a result. How does Commitment interact with and affect, or be affected by, your other highest-priority values? What does this tell you? What, if necessary, will you do about it?
Page 11 9. Development Providing resources and processes for growth and advancement of institutions or people. What is your personal definition for the value of Development? Why is it important to you? In what capacity does this value operate in your life: personal, professional or both? With regard to individuals or small groups, or with institutions? With regard to local beneficiaries, or more widespread, even global, constituencies? Is it a philosophic value for you? If so, how do you communicate its importance to others, and how do you determine which others it is important to communicate it to? How do you ensure the effectiveness of that communication? Is it a practical stance for you, meaning you personally provide, or manage or direct the provision of resources and processes for development? If so, how, and what results have you seen or do you expect from it? Have you been involved with, studied or witnessed efforts toward development in the past? If so, how, and what were the outcomes? What did you learn? How do you determine goals for development? How do, or would, you identify and involve, motivate or mobilize stakeholders and sources for development initiatives? How do you measure the success of development initiatives? This is a value that at its leading edge involves the participation of others, particularly at the peer level ("peer" meaning someone structurally or philosophically at the same level of understanding and/or experience as your own). How do you identify your peers, and in what ways do you interact with, inform or collaborate with others to work toward goals of Development? Do you have peers, or do you need to seek them out? What skills might you need to develop to effectively interact with peers or other key stakeholders to achieve your development goals? For some, this value expresses a personal passion. If this is the case for you, in what way? What does this value contribute to your life? What would you like others to understand about Development? Suggestions for your continuing work with values Reflect on how some or all of these values have operated in your life, at different times of your life. Prioritize your developmental needs: where do you want to focus your energy and why? Then, create goals for development and find out how to achieve them. Pay attention to change events in your life and how they impact what you value. Resources for continued work include: personal journaling, books and Internet information, sameinterest associations, educational programs or workshops, and career or life-coaching. Read the book on Values Perspectives: What s Important: Understanding and Working with Values Perspectives, by Kenton Hyatt, Ph.D. and Cheryl De Ciantis, Ph.D. (Integral Publishers, 2014). Contact Information For more information about Values, Values Perspectives, and the Values Perspective Survey, contact: Kenton Hyatt, Ph.D. khyatt@kairios.com +1 (520) 308-5852 www.kairios.com