Values are not, of course, just words on a wall. Behind every value are beliefs – deep ways of seeing and interpreting the world. Beliefs, or basic programmes, are largely formed between the ages of 0 and 3, most by age 6 when looking at life at home and around us.
๐ One of the most frequently stated organisational values is HONESTY.
Putting a word on the wall is not enough to spread it, because what is missing is a deep human belief in it.
Values workshops are often built around implementation plans and descriptions of behaviours and the impact of behaviours. In the best cases, they move on to mindset change. But all this is only the tip of the iceberg of human nature. The layer of beliefs, which is many layers deeper, remains untouched. Beliefs can be supportive as well as inhibiting. And it is these beliefs that prevent the agreed value from spreading.
โ๏ธ For example, one set of inhibiting beliefs behind the value of HONESTY:
“You don’t have to say everything – people don’t need to know the whole truth.”
“A leader must always know and never doubt.”
“If I am vulnerable, it shows weakness.”
“Conflict is bad, so it’s better to avoid uncomfortable topics.”
“A job is a job and emotions are not part of it. Especially negative ones.”
“If someone feels bad, it’s their problem, not the organisation’s.”
“I can’t make any mistakes – it spoils other people’s opinion of me.”
“Don’t talk about problems, talk about solutions.”
“Sometimes you have to close your eyes to succeed.”
“It is better to be polite than honest.”
“If I say what I really think, I’m no longer taken seriously or I’m thrown out.”
Once we have made these beliefs visible, it is possible to change them. Rephrase it positively or let it go. Only what is visible can be managed. Therefore, these beliefs must be made visible.
๐ฑ Then supportive beliefs can take root. Behind honesty are these, for example:
“Honesty builds trust and deeper relationships.”
“The truth may hurt for a moment, but in the long run it heals.”
“Vulnerability is strength.”
“Emotions are a natural part of the human being, and they are a necessary part of any human relationship to know your needs.”
“Point out the bottlenecks, even if it’s just a concern but you don’t know the solution.” “Point out the bottlenecks, even if it’s just a concern but you don’t know the solution.”
“When I am honest, I am in tune with myself.”
“Honesty is the foundation of a safe and open culture.”
“By sharing honestly, I create space for the honesty of others.”
“Honesty is respectful of others because I don’t take the responsibility of coping with information onto my own shoulders.”
“Honesty respects people.”
๐กSo when an organisation says “Our value is integrity”, the question is:
What beliefs deep down in everyone support this value and what beliefs hinder it?
Values work when they are backed by an awareness of beliefs and a willingness to change them. This requires a knowledge of the workings of the human psyche, consciousness and unconscious, but above all a willingness to understand each other deeply and to explore each other’s stories.
