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"We want to set standards for human coexistence, an environment worth living in and a diverse society. This is the only way we can reconcile our growth-oriented approach with value-based, sustainable action in the long term and ensure the quality of life of future generations.

Otto Group - Annual Report 2019/20 p. 4

Focus on personal responsibility and self-organisation

Values are currently experiencing an enormous increase in importance. Particularly due to the ecological crisis and the pandemic, but also due to technological leaps and the associated increase in human capabilities. 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 social demands for sustainability as well as social and cultural responsibility in a forward-looking way?

How organisations deal with the environment and with people plays a central role not only for customers, but also for more and more 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.

Overall, people will increasingly act on their own responsibility and in a self-organised way. However, this requires a changed mindset, i.e. values that provide orientation for self-organised action.

Values As folders of self-organised action, they are the core of Competences

Therefore, values and value management are becoming increasingly important.

Shared values and their internalisation throughout the organisation give organisations a competitive advantage internally and externally and ensure survival.

Only values enable employees and teams to act under uncertainty, they bridge or replace missing knowledge, close the gap between knowledge on the one hand and action on the other. However, values only work if their meaningfulness is experienced in one's own actions and stored in an emotionally positive way.

Since values are the cores of Competences the development of values and competences cannot be considered separately, as is predominantly practised. Rather, values and competences are two sides of the same coin.

berufliche kompetenzen

Fig: Values and competences - two sides of the same coin (exemplary presentation of the characteristics)

Values determine attitudes, which have an impact on competences and thus on actions.

The value model

For targeted value management, it is necessary to develop a manageable value model with which the drives and folders of competent action can be identified. On the basis of values research, we have developed a practicable Value model was developed. This matrix is based on more than ten years of experience with the WERDE® value measurement system (cf. Erpenbeck, Brenninkmeijer 2007, p. 251 ff.) as well as on the items of the highly validated Klages-Gensicke Survey and the 16 Reiss motives (cf. Erpenbeck et al. 2007, p. 251 ff.; Reiss, Reiss 4th ed. 2009).

Value models are a matrix in which the motives and the folders of self-organised action can be grasped and described in a way that everyone can understand.

In our value model we have four underlyings, the value types, which are defined in total 16 Key values be subdivided:

werte liste

Fig. ValCom® value model according to Erpenbeck, Sauter and Sauter (cf. Erpenbeck, Sauter 2020)

The value model is defined for each individual value with four exemplary value expressions in each case, which are formulated specifically for the organisation in a joint process with experienced specialists and managers. The adapted value expressions form the basis for the questions for recording the values through the software.

In many organisations there are already formulated values or mission statements that are widely communicated. ValCom® makes it possible to adapt the number of values, the individual value terms, the value definitions as well as the value examples as desired, so that existing value models can be integrated without any problems.

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