Knowledge - Integrating Value,
Valuing, Values and Valuation
May 10, 1996
Participating: Brian Hall, Charles Savage, Brenda
Wisniewski, Elizabeth , Lee Hebert, Charles Armstrong,
Hubert St. Onge
Purpose: If we get our act together in this
area and the market senses this, our stock will
C. Armstrong - Values interesting starting
point, by in own experience, values and valuation reason
for considering how to leverage intellectual capital.
From implementation standpoint, start with value and
valuation and recognition that for private companies, the
inability to have this on real time basis is an issue (is
available to public businesses). Actually a spiral or
systems loop where everyone has own jump-in spot and
things revolve around it
L. Hebert - Wanted an organization that values
people and focus that value on . Great tool to set
foundation for First understand values within an
organization; second, get to values to get to true
learning mode of organization; third, how to change
culture to become a learning organization
Both/and - start at value and valuation is traditional
place to begin but they are all connected. Measurement of
the culture has not been available before. Technology
available to do this provides ability for major shift in
linking the Vs.
Other piece that is and will be valuable is learning
ability and communication enhancement that values
technology affords. Increases awareness and provides
context for discussion about abstract issues. The breadth
and depth of tool requires broad mental framework or
context to understand application and implication. This
will probably by difficult to achieve, particularly below
senior management. To rollout and get the learning and
behavioral side means understanding how to communicate it
and apply it with people who don't have such abstract
Hall - Never go through theoretical when talking
with the company. Real point is whether the tool has
integrity. Actual rollout doesn't include phases, etc.
Complex structure with intellectual capital depending on
group involved. Introduction/application would be
customized for each group.
Total quality management can have objective discussions
because TQM is integrating and people are talking the
same language. Applying the values tool may help people
understand the dialogue better.
Elizabeth - Trying to empower people with broad
range of sophistication - values, instead of being free
standing, are integrated. The interrelationship of values
is important concept. Also we have the power to change
our values which is powerful notion. Once these two
concepts are put across, empowers individuals in
organization to energize them.
Savage - Test hypothesis. Suppose several
companies have implemented some aspects of values. How
does this impact value and valuation. Frustration because
of not invented here syndrome to date. Values Technology
provides tool for educating "up"
Referral: Bippin, Monsanto -
Hall - Education through values automatically
means development which also means change.
Response of organization trying to move people through
value chain and perhaps being manipulated? too personal?
Hall - ten years ago, yes. Today, can be overcome
with proper training of those implementing tool. Goes to
design and quality. Design of enrollment process critical
and different for each group.
Cultural differences - Doesn't open people up, but brings
to the fore implicit information that the individual can
then make explicit and act on it. Discovered that
individual had aspirations that were driving him but
didn't know about. Values identification helped him know
what he really wanted, what values he needed and what
choices to make to achieve his vision.
Tacit to elicit - So many things in organization that
aren't working, but no way to address because there is no
way to track it as the root cause may be tacit knowledge.
Values may provide a track to move from tacit to explicit
knowledge which will enable us to identify and address
Teams are as bad as a hierarchy when it comes to hoarding
knowledge. Teams with values exercise move from devaluing
to valuing knowledge. If information remains tacit, the
team or conflict remains at minimum level. When it
becomes explicit, the team can move to working at much
higher level. Requires team to recognize and share
values, then deciding at what level it wants to operate
on. For group to work through stages to become efficient,
must move beyond conflict stage. Values make that
information explicit more rapidly and emotions are
addressed early on.
The reality of the marketplace is moving faster than we
can adjust our assumptions. Values get to root of
mindsets and examine them in light of changes in the
marketplace. Important to do this work with high level of
interraction. Then can look at organization in light of
values held. Today organizations have ceased to be
dynamic. Leadership having difficulty overcoming inertia
because of inability to move culture in the right way.
Caution: must talk about behavior and skills. Perfectly
aligned values isn't the answer in itself. Unless
organization structured and focused in a way to walk the
talk, people will slip back into old ways. Leadership,
behavior, skills in organization must be able to support
the right values. Often people have behavior and skills
attached to the wrong values that creates dysfunction.
Studies where a group started with behavior and skills
and letting people link them to the right values
generally works only 50% of the time. Causes a lot of
Hubert - Skills very important, but more emphasis
has been placed on skills than necessary. Sense is that
many people have skills but they aren't being put to the
Elizabeth - On shop floor, people have never
worked in teams and don't know how to do simply things
such as communicating needs and balancing personal/group
Hubert - People looking for structure to tear down
boundaries so we can share knowledge. Problem is that
people don't have skills to make structure work. People
get frustrated when they don't have way to acquire the
right skills. CIBC approach to providing the way to
acquire skills is exceptional.
Hubert - More leveraged approach. Encounter
resistance. Introduce in way for people to discover on
their own the value of values. Get involved in the
executive coaching up front. Start with CEO to explore
values; perhaps add or include selected others to discuss
outcome in larger context. Starts to change texture of
discussion. Position as investigation to explore how it
might be applied at AA. You talk to people about it as
little as possible until they have gone through the
process. Map own values first, understand what it means
then positions the person to understand its application
to the organization. The next level of output is to
develop common map and continue to bring on other people.
True change doesn't take place top down, but wherever you
have a group that is open to change. Take
"success" of that one group and take it to
another group until there is critical mass that catches
the attention of leadership. Customers area choosing to
deal with us because we come closest to the aspirations
they have for themselves. If our values reflect what the
customer wants, we are more likely to form a
relationship. Use values tool to map out values of
customers of client service team -- written reports, etc.
-- understand values of client service team and