Developing a Values Statement free essay sample

The steps for developing a values statement are similar to any major planning activity. First, decide who should be involved. Leadership, board members, and at least representatives of all stakeholder groups are important in order to contribute different perspectives to the process. Because a major challenge that human service organizations face is the â€Å"growing diversity of society,† the participation of members who represent gender, race/ethnicity, language, special interest groups, and so forth will strengthen the overall result (Zdenek, 2002, p. ). The organization’s ability to serve diverse communities is based on finding a base of shared values and assumptions that are relevant and responsive to diverse constituencies. Establish a timeline and a process for members to interact together about the different value perspectives. Develop a plan for the facilitation of the process, which could include the use of an outside consultant (particularly important for equa l participation of all members and in regard to handling conflicts). The dialogue that ensues â€Å"opens the space for multiple realities and perspectives† (Allen, 1993). Based on the constructivist approach, the commitment to dialogue is based on the assumption that every person’s reality is valid. The dialogue of a value statement activity helps to bring forward â€Å"subjugated knowledge . . . the untold stories and ways of thinking and being that have never been admitted to the mainstream conversation† (Allen, 1993, p. 38). This approach is respectful of diversity and provides an avenue for different perspectives, which is important to shaping an ethical culture that is inclusive of all groups. This kind of process will involve a commitment of time. The format could range from a day-long meeting with everyone represented to several short meetings among stakeholder groups, with representatives bringing the results to a larger meeting. Prepare members for the meeting process (CANPO, 1994): (a) supply each with a mission statement and any previous value statements, (b) ask each participant to think about their own personal values as well as organizational values, and (c) encourage all participants to bring any aterials to the meeting they believe would be useful (for example, articles, other organizations’ value statements, and so forth). CANPO suggests providing a questionnaire to be prepared ahead of time that asks the following questions:  ¦ What principles/qualities do you hold in regard within the organization?  ¦ How are these values reflected or acted on in our organization?  ¦ How do these values reflect or conflict with your personal values? Allen (2002) has some other perspectives that may also be useful:  ¦ What core values might inspire collective action? What differences exist in the ways subgroups view organizational values?  ¦ What norms or values stand in the way of, or support, the mission? The answers to these questions can be the start of developing lists of common values. The emphasis should be on consensus of the values to be included. Areas of disagreement can be used as the identification of underlying difficulties to be addressed. The following questions can be useful in clarifying which values should be included in a values statement (CANPO, 1994, pp. 6, 7):  ¦ What values motivated formulation of the mission in the first place? What values must be prominent in society for the mission to succeed? What are the values of the ideal society toward which the organization is making a contribution?  ¦ What values important to the nonprofit (public or private? ) sector ought to be included in the values statement (for example, community, diversity, tolerance, efficiency, and so forth)?  ¦ What values ought to guide the pe rsonal conduct and day-to-day operation of the organization?  ¦ What other values (for example, ecological, social, or spiritual) should the organization respect? The final step is formulating the statement. A person or small group that develops a draft to bring back to the large group can facilitate this. The final statement should be short (one to three pages), and forceful. Sentences using active verbs such as â€Å"We value honesty† are powerful for people internal to the organization and those in the community. The values statement should be congruent with the work of the organization, rather than a generalized listing of values that are important, but not relevant. An important evaluative tool is to consider the statement’s future orientation. Could the values statement outlive the individuals who wrote it? Always return to the mission to work with drafting problems or difficulties. The group can assess the first draft by considering the following questions (CANPO, 1994, p. 8):  ¦ Do we believe in this statement?  ¦ What if only some believe in this statement?  ¦ How will we ensure that our values are acted upon?  ¦ What do we do if our actions are incongruent with our values? It is the last two questions that lead to the development of a code of ethics for the organization (discussed in Chapter 11, see also Appendix A). The process of developing a values statement is a concrete example of reviewing and restoring the ethical climate of an organization. Relationships are developed that did not exist previously, and the identification of common values as well as differences in values leads to a consensus of values that restores the ethical climate. The organization learns from itself based on the contributions of leaders and constituents. A consensus of values is the foundation for culture change. The role of all constituents in the socialization of an organization’s members is crucial to the success of organizational integrity.