Change projects that are based only on the formulation of lofty mission statements and principles cannot trigger change on their own. Employees see that the proclaimed lists of values are not followed by action and cynicism spreads. Therefore, such cultural initiatives often do more harm than good. The adaptation of the Values and the Culture of an organisation therefore requires holistic concepts that do not strive for one-sided, isolated solutions.
Values are currently experiencing an enormous increase in importance, especially due to the ecological crisis and the pandemic, but also due to technological leaps and the associated increase in human capabilities.
How organisations deal with the environment and with people plays a central role not only for customers, but also for an increasing number of applicants. If technical innovations, process innovations or service innovations are the trump cards of companies in the knowledge society, value-based organisational cultural attitudes, views and orientations internalised by employees are trump cards in today's value society. People today are increasingly sensitive to the "lived" values of organisations. Increased transparency also makes it easier for them to determine whether the claimed values of the corporate culture actually correspond to the "lived" values.
Core issues of value management / culture management
Therefore, a targeted value management is imperative, which provides answers to the following questions:
- How does an organisation find a meaningful objective that ensures its success in the future, increases its attractiveness as an employer and at the same time meets the increasing societal demands for sustainability as well as social and cultural responsibility in a forward-looking way?
- How can the culture of the organisation, its system of norms, values and rules that determine the perception, thinking and actions of all employees and managers, be developed in a targeted manner?
Definition of value management
Value management is a planned, guided and systematic process with the aim of optimising the values and thus the culture of the social system organisation from within, so that the strategic corporate goals are achieved.
The development of values can only be realised through enabling didactics, i.e. it needs a developmental arrangement which
- takes into account the individuality and personal responsibility of employees by allowing them to plan and implement their personalised development processes in a self-organised manner,
- does justice to demographic change and the associated heterogeneity of the workforce by redesigning existing teaching and learning concepts, learning materials, but also the role of those who have been teaching up to now from the learner's point of view,
- does justice to the diversity of lifeworlds and the variety of challenges by developing values where real challenges have to be overcome, taking them up and thus promoting communication and collaborative working and learning between people,
- actively addresses technological change by shaping the learning world as a reflection of the increasingly digitalised world of work with the aim of efficient value and competence development.
Value and culture management does not take place in a vacuum, but is embedded in modern living and working environments.
Targeted development of values
The development of values is always linked to the development of competences. It is always about the development of skills to act in open-ended situations, i.e. to Competences.
However, these skills do not exist without values. Therefore, an integrated conception of value and competence management is necessary.
Value- and competence-oriented action requires that staff and teams are given a framework for action that gives them orientation for their self-organised action in challenging practical projects or tasks. Therefore, a paradigm shift towards value and competence orientation is imperative, based on a dynamic process of targeted value and competence management
Fig. Process of targeted value and culture management
The process begins with the identification of values at the organisational level by all employees, who are thus involved in this process of change from the very beginning. From this, a dynamic process of value and culture management develops. The values and culture management strategy is developed in a joint process with experts from the respective organisation.
Fields of action of value management
Basically, the following fields of action of value management come into question:
1. Organisational and team-based value and culture management with the aim of overcoming "silo thinking" and strengthening productive cooperation with the values of responsibility and respect. In a collaborative process with the internal values and culture management team, guidelines and target images are developed on the basis of the employees' organisational actual and desired values.
2. Development of values and competences of the education managers and learning facilitators in the "double-decker" principle: The members of the values and culture management team should be enabled to design and accompany the necessary change and development processes themselves in the future. For this we recommend a Multiplier concept based on our proven "double-decker" approach. Within the framework of the values and competences development of the Competence and Values Managers*, the participants develop, in addition to their competence in conceptualising, realising and accompanying change and cultural development processes, the competence to facilitate the values and competences development of employees and managers in a self-organised manner as learning facilitators.
3. Targeted development of values and competences of the managersto create a positive environment based on shared values and goals. Leadership culture to establish leadership competences in order to take responsibility, make decisions and take into account the impact on third parties. These development processes are based on the recording of the values and leadership competences of the managers through a self-assessment in comparison with the aggregated external assessment of the respective employees. These results are analysed and evaluated in a joint, moderated process in order to derive suitable, joint measures.
4. Targeted value and competence development of employeesin order to achieve the agreed goals in each case.