Human

values

Be creative

Be a part of it

values

values

Get it done

Do it well

values

values

Part # 1
Get it done
Values

 Deciding.
Examples
Doing things.
Delivering / sending.
Being active.
Getting things done.
Finishing things.
Achieving things.
Being ambitious.
Seeking competition.
Being aggressive.
Wanting to win.
Wanting to be stronger / better / faster / richer / prettier.

When was the last time

you released the tiger
in you?

https://www.pinterest.com/pin/446700856765765775/

 Being free.
Examples
Being independent.
Seeking success.
Seeking results.
Being selfish.
Being powerful.
Dominating.
Seeking personal enjoyment.
Getting as much as possible out of something.
Controlling.

Freedom

The Internet is a powerful mass medium

for self-expression which depends on
the ability of its users to speak freely.

http://coreinternetvalues.org/?page_id=1426

Freedom

Because humans are self-interested

and their decision making is driven by
the rational weighing of costs and
benefits, their actions in a free market
tend to serve the common good.
Adam Smith.
The Wealth of Nations, 1776.

http://hbr.org/2011/07/the-unselfish-gene/ar/1

30% of people behave selfishly

30% Behave selfishly.
50% Some treat kindness with kindness and meanness with
meanness.
Others cooperate even when it comes at a personal cost.
20% Choose sometimes to cooperate and other times not to.

http://hbr.org/2011/07/the-unselfish-gene/ar/2

The Institute for Policy studies note that in 2007,

compensation for the CEOs of the S&P 500
averaged 344 times the average US worker's pay.
30 years ago, the ratio was about 35 to 1.
http://blogs.hbr.org/hbr/mcgrath/2008/09/labors-looking-good-and-jack-w.html

In taker cultures, the norm is to get as much

as possible from others while contributing
less in return.
Employees help only when they expect the
personal benefits to exceed the costs.
https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076

After studying hundreds of business

leaders - and personally knowing many
times more - I have decided that you
can divide them basically into two
categories: "takers" and "givers."
The takers are out for themselves.
http://www.billgeorge.org/page/takers-and-givers

Bill George

Fixing the culture will require

creating a compensation system
that better aligns or balances
shareholders interests and the
broader societys interests with
the individuals interests, and
changing the perception that its
the individual thats the hero.

James Gorman

http://www.bloomberg.com/news/2010-11-08/morgan-stanley-s-gorman-says-hero-culture-needs-to-change-to-limit-risks.html

Further inspiration
https://www.teacherspayteachers.com/Product/Power-distance-1550695

Part # 2
Be a part of it
Values

Caring for other people.

Caring about other people.
Serving people.
Doing something for others.
Helping people.
Sharing ideas / knowledge / things with others.
Being selfless.
Listening to people.
Trying to understand people.
Giving to others.
Being generous.
Involving people.

Examples

Being a part of something.

Belonging to something.
Treating people equally.
Being fair to other people.
Supporting a cause.
Supporting a community of people.
Being honest.
Being humble.
Thanking others.
Loving others.
Being compassionate.
Being empathic.
Seeking collaboration / cooperation.

Examples

Teamwork

When I arrived at IBM, one of my first questions was, Do we

have teamwork?, because the new strategy crucially
depended on our ability to provide an integrated approach to
our customers. Oh, yes, Lou, we have teamwork, I was told.
Look at those banners up there. Mr. Watson put them up in
1938; theyre still there. Teamwork! Oh, good, I responded.
How do we pay people? Oh, we pay on individual
performance. The rewards system is a powerful driver of
behaviour and therefore culture.

Teamwork is hard to cultivate in a world where employees

are paid solely on their individual performance.
http://www.mckinsey.com/Insights/Leading_in_the_21st_century/Lou_Gerstner_on_corporate_reinvention_and_values

http://www.values.com/gratitude

Generosity - bending down

to pick up papers and holding
the door open for someone is expecting nothing in return.
Simon Sinek

http://youtu.be/jDIZS4IQlQk
Minute 27:10

Giving

Giver cultures depend on employees

making requests. Otherwise, its difficult to
figure out who needs help and what to give.
Studies show that direct requests for help
between colleagues drive 75% to 90% of all
the help exchanged within organizations.

https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076

In giver cultures, employees operate as the

high-performing intelligence units do:
helping others, sharing knowledge,
offering mentoring, and making connections

without expecting anything in return.

https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076

Helping

Asking for help involves at least

some vulnerability, so it stands to
reason that people would turn to
helpers whom they can trust with
their thoughts and feelings.

http://hbr.org/2014/01/ideos-culture-of-helping/ar/1

Helping

Help is embedded in the entire design

process at IDEO:
From the famous brainstorming sessions,
through formal design reviews, to the
many forms of support and
encouragement for project teams seeking
feedback on ideas.
http://hbr.org/2014/01/ideos-culture-of-helping/ar/1

People working for IDEO named the

5 people who had helped them most
and rated them on 3 attributes:
1. Competence.
2. Trust.
3. Accessibility.

http://hbr.org/2014/01/ideos-culture-of-helping/ar/1

Eqaul
opportunity

Everything Ive done is rooted in the notion that

every human being is born equally capable.
What people lack is equal opportunity.
My goal has been to expand opportunity
to as many people as possible so they
can reach their potential.

http://www.inc.com/magazine/201312/pierre-omidyar/ebay-inspiration-more-effective-than-delegation.html

http://www.values.com/including-others

Most people identify and participate

in several communities - often
based on neighborhood, nation,
faith, politics, race or ethnicity, age,
gender, hobby, or sexual orientation.
Like Russian Matryoshka dolls,
communities often sit within other
communities. What is a good
example of a community in which
your needs are met really well?
http://ssir.org/creating_health/entry/what_is_community_anyway

Compassion

A strong feeling of sympathy and

sadness for the suffering or bad
luck of others and a wish to
help them.

http://dictionary.cambridge.org/dictionary/british/compassion

Altruism

Is it true that - like fossil fuels - altruism /

fellow feeling are scarce resources that
are depleted with use?

Or is it more reasonable to regard them

like muscles that develop and grow
stronger with exercise?
Michael Sandel

http://youtu.be/ZafL7_CaMbg

Landet ein Altruist inmitten von Egoisten,

hat er keine Chance er wird ausgenutzt.
Wird er aber in der Nachbarschaft von
grundstzlich Kooperationswilligen geboren,
gibt es einen Dominoeffekt: Die Nachbarn
fangen pltzlich auch an zu kooperieren. Sie
schalten von egoistischem auf kooperatives
Verhalten um, weil der Altruist die in ihnen
angelegte Vorliebe zur Freundlichkeit anspricht.
Dirk Helbing.
http://www.beobachter.ch/leben-gesundheit/psychologie/artikel/altruismus_warum-nette-am-ende-siegen/

Acting prosocially

Situation # 1
People act prosocially when they are confronted
with people they perceive to be part of their group.
Situation # 2
People act prosocially when they anticipate that
goodness is reciprocated with good.

Situation # 3
People act prosocially when they see that
fairness is restored.
http://www.nzz.ch/finanzen/nachrichten/es_gibt_das_gute_durchaus_1.10664748.html

Honesty
http://www.slideshare.net/reed2001/culture-1798664

How would you like your epitaph to read?

John Cleese: My friends thought that I was

reasonably kind.
Nothing about your contribution to the world of humor?
John Cleese: No, I dont regard any of that as anything
other than an amusing way of passing the time. I love the
fact that Ive made people laugh, but the important thing,
ultimately, I do believe, is a relatively small number of
really close relationships.
http://hbr.org/2014/03/john-cleese/ar/1

Respect

To respect another human being is to recognize

their inherent equality with you. Its to recognize
that, to paraphrase Gandhi, we all carry a piece of
the truth within ourselves.

Each of us has something to contribute to the

other. Each has inherent value. I recognize a piece
of me in you. I recognize that we are both
intelligent, feeling, sovereign beings with the
same rights and responsibilities.
http://morelibertynow.com/liberty-human-values/

Further inspiration
https://www.teacherspayteachers.com/Product/Listening-tips-1485898
https://www.teacherspayteachers.com/Product/Love-2024572
https://www.teacherspayteachers.com/Product/Trust-1957173

Part # 3
Do it well
values

 Being accurate.
Being precise.
Being correct.
Being disciplined.
Being consistent.
Being focused.
Being cautious.
Being worried.
Securing things.
Wanting safety.
Working efficiently.

Examples

 Being obedient.
Doing things perfectly.
Being diligent.
Needing a process.
Needing a structure.
Needing order.
Seeking quality.
Seeking stability.
Holding on to a tradition.
Reflecting / thinking.
Judging.

Examples

Quality

One day, your co-worker Susan lets you know that a

highly anticipated product feature, which is about to
launch, does not meet her quality standard, and she's
worried.
If your immediate reaction is: If Susan's worried,
I'm worried. Lets figure out how long it's going to
take to fix the problem and move the launch date. It'll
be painful, but we'll get through it Then, you value
quality highly.
Adapted from
http://www.linkedin.com/today/post/article/20131016164310-658789-how-to-uncover-your-company-s-true-culture

Control

What are the signs that you need to control?

# 1: Perfectionism
You expect other people to do the work perfectly.
# 2: Conformance
Nobody dares to challenge how you think things should
be done.
# 3: Silence
There is silence when you ask for input.
http://smartblogs.com/leadership/2014/04/16/the-insatiable-desire-to-control/

Control

Humans are fundamentally and universally

selfish, and governments must control
them so that they dont destroy one another
in the short-sighted pursuit of self-interest.
Thomas Hobbes, 1651.

http://hbr.org/2011/07/the-unselfish-gene/ar/1

4 basic values whose purpose is to avoid embarrassment

or feeling incompetent
# 1: Remain in control.
# 2: Maximize winning and minimize losing.
# 3: Suppress negative feelings.
# 4: Be as rational as possible.
Be rational means to define clear objectives and evaluating whether you
have achieved them or not.
Chris Argyris.
http://hbr.org/1991/05/teaching-smart-people-how-to-learn/ar/6

Further inspiration
https://www.teacherspayteachers.com/Product/Reasons-why-people-resist-change-1453736

Part # 4
Be creative
Values

 Learning things.
Creating things.
Developing things.
Changing things.
Trying new things.
Thinking strategically.
Adapting to a new situation.

Examples

 Being adventurous.
Being bold.
Challenging things.
Improving things.
Thinking creatively.
Being curious.
Being open-minded.
Exploring.

Examples

Openness

People who are open minded are

receptive to fresh ideas even
if those ideas challenge their
strongly held beliefs.

http://www.destination-innovation.com/articles/are-you-open-minded/

Openness

2 examples
1. Share openly on the Internet how much
people are paid.
2. Invite young people to a meeting and
ask them to live tweet their reactions
including what they dont agree with.

http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/

Openness

The remarkable growth of the Internet and the

limitless variety of Internet applications follow
directly from the open model of Internet
connectivity and standards development.

Any individual, organization, or company can

develop and distribute a new Internet
application that can be used by anyone.

http://coreinternetvalues.org/?page_id=1418

https://twitter.com/alannakrause/status/535159248188358656

Transparency

One day, someone raises an issue during a

meeting. You disagree completely with
their position.
If your first reaction is to speak up and say,
I dont see it the same way; heres what I
think then you value transparency
higher than, for example, politics.
Adapted from
http://www.linkedin.com/today/post/article/20131016164310-658789-how-to-uncover-your-company-s-true-culture

Curiosity
http://www.slideshare.net/reed2001/culture-1798664

Challenge
status quo

2 examples
1. An organization cannot challenge the
status quo if individuals cannot challenge
their leaders. As a leader, you have to
make it safe for people to dissent.
2. You have to make it possible for people
to take small risks. Create an internal
kickstarter platform.

http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/

Further inspiration
https://www.goodreads.com/review/show/963181477
http://infolab.stanford.edu/~jure/pub/misc/darja_clanek.pdf
http://www.insead.edu/facultyresearch/research/doc.cfm?did=55110
http://www.mindtools.com/pages/article/newTED_85.htm
http://www.roch.edu/people/lhalverson/universal_values.htm
http://www.slideshare.net/frankcalberg/questions-to-discover-your-values
http://www.stevepavlina.com/articles/list-of-values.htm
http://strandtheory.org/images/Schwartz_Value_Theory.pdf
http://www.ted.com/talks/ruth_chang_how_to_make_hard_choices
https://vimeo.com/103574570

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