![]() Operationally, these two sets of cultural behaviors yield dramatically different results, but employees demonstrating both sets of behaviors will believe that they are operating under the same umbrella core value of “thoughtful decision making”. Value Confusion Example: “Thoughtful Decision Making” Corporate Core ValueĪ very simplified example of Value Confusion is shown in the chart below, and highlights the challenge of this type of cultural transformation. Management must target the perception as well as the actuality in planning a transformation to a future target culture. The complication of Corporate Core Values Confusion creates a significant transformational challenge because attempts at transforming only the “culture as it actually is” to the “target culture” will likely not succeed. ![]() the culture as it actually is (which follows the tenets of the original culture but where the behaviors are no longer necessarily reflective of the original culture), and.the culture as it is perceived (the “original ” culture).Thus, leadership must deal, not with two cultures – current and target – but with three cultures: The employee perceives they are behaving in one fashion while in reality behaving in a different fashion, and will interpret your attempts to change the culture through the lens of this value confusion. Corporate Core Values Confusion: Extremely Difficult to Identify & ResolveĬorporate Core Values Confusion is extremely complex to solve. Why? Because in all likelihood, employees still believe they are faithfully following the tenets of the original culture, and will not recognize that, in reality, it has shifted and is no longer what it used to be – in some cases actually serving at counter purpose to the original value. We refer to this phenomenon of corporate core value devolution to the point of having “two current cultures with a single name” as Corporate Core Value Confusion.Ĭorporate Core Values Confusion occurs when an original and laudable core value has, over time, eroded in small increments to the point where it is no longer representing the intent of the original tenet. In some cases, however, the value doesn’t merely erode - it morphs into something different, without apparently seeming to. In corporate renewal situations, a deeply impactful but poorly understood phenomenon results from a “hidden” erosion of those corporate core values that has occurred over a number of years. That’s because the process for employees communicating with one another is culturally established and shared by the majority of the employee population. Many companies begin with a well-defined set of corporate core values that, in aggregate, create a very definite culture that is identifiable to its employees and creates an environment in which diversity of ideas can exist. When this has happened, the challenges of corporate culture transformation become significantly magnified. ![]() Do your employees say one thing and do another? Appear enthusiastic and willing but don’t achieve the expected results? Head in unanticipated directions while assuming they’re doing what you asked? As with most things that are not actively refreshed and renewed, corporate core values can erode to the point where the original intent is lost and overtaken by a new meaning masquerading as the original corporate core values.
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