Dimensions of Values-Based Decision Making: Context, Engagement, Leadership, Process and Sustenance...

Dimensions of Values-Dimensions of Values-Based Decision Making:Based Decision Making:Context, Engagement, Context, Engagement,

Leadership, Process and Leadership, Process and SustenanceSustenance

March 21, 2007 March 21, 2007 Joe HoltJoe Holt

Session TopicsSession Topics Recalling the Larger Mission Context of Decision Recalling the Larger Mission Context of Decision

Making and the Role of the Laity in ItMaking and the Role of the Laity in It Establishing the Organizational Context of Decision Establishing the Organizational Context of Decision

Making: Vision, Mission and ValuesMaking: Vision, Mission and Values Engaging Employees’ Values: A Prerequisite to Engaging Employees’ Values: A Prerequisite to

Successful Fulfillment of the Mission and Successful Fulfillment of the Mission and Implementation of Values-Based DecisionImplementation of Values-Based Decision

The Role of the Leader in Values-Based The Role of the Leader in Values-Based OrganizationsOrganizations

The Role of the Leader in the Values-Based The Role of the Leader in the Values-Based Decision-Making ProcessDecision-Making Process

Parting Thoughts On Remaining Aglow But Not Parting Thoughts On Remaining Aglow But Not Burning OutBurning Out

Session ObjectivesSession Objectives Underline the importance of the mission of the Underline the importance of the mission of the

Church as the horizon of values-based decision Church as the horizon of values-based decision making within Catholic Charities agenciesmaking within Catholic Charities agencies

Emphasize the distinction between ministry and Emphasize the distinction between ministry and mission and the growing importance of laity in mission and the growing importance of laity in carrying out both the ministry and mission of the carrying out both the ministry and mission of the ChurchChurch

Outline the three-fold leadership task of Outline the three-fold leadership task of envisioning, embedding and sustaining in the envisioning, embedding and sustaining in the formation of the organizational context for formation of the organizational context for values-based decision makingvalues-based decision making

Clarify the role of vision, mission and values Clarify the role of vision, mission and values statements in the values-based organizationstatements in the values-based organization

Session ObjectivesSession Objectives Indicate the need to go beyond a statement of Indicate the need to go beyond a statement of

core values to reinforce those values in concrete core values to reinforce those values in concrete and specific ways through policies, practices, etc.and specific ways through policies, practices, etc.

Illustrate the importance of distinguishing Illustrate the importance of distinguishing unchangeable purpose and values from ever-unchangeable purpose and values from ever-changing strategies, policies, and practiceschanging strategies, policies, and practices

Emphasize the importance of aligning mission Emphasize the importance of aligning mission and employee values as a necessary precondition and employee values as a necessary precondition to successful implementation of values-based to successful implementation of values-based decisions and accomplishment of missiondecisions and accomplishment of mission

Articulate the distinction between the objective Articulate the distinction between the objective and subjective dimensions of work and the need and subjective dimensions of work and the need to foster excellence with respect to eachto foster excellence with respect to each

Session ObjectivesSession Objectives

Suggest a conception of leadership in Suggest a conception of leadership in values-based nonprofit organizations that values-based nonprofit organizations that involves legislative rather than executive involves legislative rather than executive skills and requires humility and will;skills and requires humility and will;

Outline a general approach to values-Outline a general approach to values-based decision making that is consistent based decision making that is consistent with the legislative style of leadershipwith the legislative style of leadership

Briefly emphasize the importance of Briefly emphasize the importance of regularly finding quiet moments apart from regularly finding quiet moments apart from the flurry of workplace obligations to keep the flurry of workplace obligations to keep God’s larger purposes in mind and heartGod’s larger purposes in mind and heart

Recalling the Larger Mission Recalling the Larger Mission Context of Decision Making and Context of Decision Making and

the Role of the Laity in Itthe Role of the Laity in It

Preliminary NotesPreliminary Notes Thoughts on the relationship between ministry Thoughts on the relationship between ministry

and mission in the life of the Churchand mission in the life of the Church Ministry – “a role of service in the Church”Ministry – “a role of service in the Church” Mission – “The expression lay apostolate [or Mission – “The expression lay apostolate [or

mission] refers to what lay people do in the mission] refers to what lay people do in the settings and circumstances of the secular world settings and circumstances of the secular world with the aim of carrying out their duties and with the aim of carrying out their duties and performing their roles in the service of God and performing their roles in the service of God and neighbor.” (neighbor.” (Catholic Laity in the Mission of the Catholic Laity in the Mission of the ChurchChurch, Russell Shaw, 117), Russell Shaw, 117)

Ministry is, in a sense, for the sake of missionMinistry is, in a sense, for the sake of mission

The Importance of the Lay The Importance of the Lay MissionMission

““The lay apostolate…is a participation in the The lay apostolate…is a participation in the saving mission of the Church itself. Through their saving mission of the Church itself. Through their baptism and confirmation, all are commissioned to baptism and confirmation, all are commissioned to that apostolate by the Lord Himself…. that apostolate by the Lord Himself…. Now, the Now, the laity are called in a special way to make the laity are called in a special way to make the Church present and operative in those places Church present and operative in those places and circumstances where only through them and circumstances where only through them can she become the salt of the earth.can she become the salt of the earth. Thus Thus every layman, by virtue of the very gifts bestowed every layman, by virtue of the very gifts bestowed on him, is at the same time a witness and a living on him, is at the same time a witness and a living instrument of the mission of the Church herself, instrument of the mission of the Church herself, ‘according to the measure of Christ’s bestowal’ ‘according to the measure of Christ’s bestowal’ (Eph. 4:7).” (Eph. 4:7).” Lumen GentiumLumen Gentium, 33, 33

Deus Caritas EstDeus Caritas Est on the Lay on the Lay MissionMission

““The direct duty to work for a just The direct duty to work for a just ordering of society, on the other hand, ordering of society, on the other hand, is proper to the lay faithful…. The is proper to the lay faithful…. The mission of the lay faithful is therefore to mission of the lay faithful is therefore to configure social life correctly, respecting configure social life correctly, respecting its legitimate autonomy and its legitimate autonomy and cooperating with other citizens cooperating with other citizens according to their respective according to their respective competences and fulfilling their own competences and fulfilling their own responsibility.” (4) responsibility.” (4)

The Dignity of the Lay StateThe Dignity of the Lay State ““Men and women who find that the meaning of Men and women who find that the meaning of

their lives is to join Christ in bringing about the their lives is to join Christ in bringing about the reign of God, choose from among those reign of God, choose from among those approved by the Church a way of life that will approved by the Church a way of life that will help them in the service of God [177]. They help them in the service of God [177]. They choose to be lay men or lay women. Being lay choose to be lay men or lay women. Being lay ought not to be a state of life that results from ought not to be a state of life that results from not making a choice; rather, it is a concrete not making a choice; rather, it is a concrete possibility that one chooses in order to realize possibility that one chooses in order to realize the will of God and to commit oneself to God’s the will of God and to commit oneself to God’s reign.”reign.”

(Peter Kolvenbach, S.J., General Superior of the Society of Jesus, (Peter Kolvenbach, S.J., General Superior of the Society of Jesus, from “Laymen and Laywomen in the Church of the Millenium,” in from “Laymen and Laywomen in the Church of the Millenium,” in The Road From La StortaThe Road From La Storta, pp. 281-282), pp. 281-282)

The Importance of the Host The Importance of the Host MissionMission

If you were offered a donation that If you were offered a donation that would double your agency’s annual would double your agency’s annual budget for years to come, but only if budget for years to come, but only if you agreed to become and remain you agreed to become and remain completely secularized, with no completely secularized, with no lingering traces of your Catholic past lingering traces of your Catholic past save the services offered save the services offered themselves, would you accept the themselves, would you accept the donation?donation?

Why or why not?Why or why not?

Establishing the Organizational Establishing the Organizational Context of Decision Making:Context of Decision Making:

Vision, Mission and ValuesVision, Mission and Values

The Three-fold Task of Values-The Three-fold Task of Values-Based LeadershipBased Leadership

To create and maintain a values-based To create and maintain a values-based organization, leaders must engage in:organization, leaders must engage in:

envisioning (conceiving and articulating the envisioning (conceiving and articulating the vision, mission and values of the organization)vision, mission and values of the organization)

embedding (integrating the vision, mission and embedding (integrating the vision, mission and core values into the culture, strategy, policies core values into the culture, strategy, policies and practices of the organization) and and practices of the organization) and

sustaining (taking measures such as grooming sustaining (taking measures such as grooming values-based successors to ensure that the values-based successors to ensure that the organization remains solidly grounded) organization remains solidly grounded)

The Respective Roles of The Respective Roles of Mission and Vision StatementsMission and Vision Statements

Mission statement: what you doMission statement: what you do Vision statement: your raison d'être, Vision statement: your raison d'être,

why it’s important you do what you why it’s important you do what you do, your loftiest future aspirations for do, your loftiest future aspirations for your organizationyour organization

Why is a mission statement Why is a mission statement important?important?

Why is a vision statement important? Why is a vision statement important?

Effective Mission Effective Mission StatementsStatements

Effective mission statements should Effective mission statements should bebe– Concise enough to be easily rememberedConcise enough to be easily remembered– Narrow and substantive enough to Narrow and substantive enough to

provide guidance in strategic decision provide guidance in strategic decision making, etc.making, etc.

– Broad enough to allow the degree of Broad enough to allow the degree of flexibility necessary to carry out the flexibility necessary to carry out the organization’s overriding purpose(s)organization’s overriding purpose(s)

Mission, Vision or Hybrid Mission, Vision or Hybrid Statement?Statement?

Catholic Charities USA is the membership Catholic Charities USA is the membership association of one of the nation's largest association of one of the nation's largest social service networks. Catholic Charities social service networks. Catholic Charities agencies and institutions nationwide provide agencies and institutions nationwide provide vital social services to people in need, vital social services to people in need, regardless of their religious, social, or regardless of their religious, social, or economic backgrounds. Catholic Charities economic backgrounds. Catholic Charities USA supports and enhances the work of its USA supports and enhances the work of its membership by providing networking membership by providing networking opportunities, national advocacy and media opportunities, national advocacy and media efforts, program development, training and efforts, program development, training and technical assistance, and financial support. technical assistance, and financial support.


Mission is the purpose for which an organization Mission is the purpose for which an organization exists; it is the reason why and how services are exists; it is the reason why and how services are given. The origin of mission for Catholic Charities given. The origin of mission for Catholic Charities agencies is found in the Judeo-Christian tradition agencies is found in the Judeo-Christian tradition of sacred Scripture, Catholic social teaching, and of sacred Scripture, Catholic social teaching, and the tradition of the Catholic Church itself. the tradition of the Catholic Church itself.

To participate in the mission of a Catholic To participate in the mission of a Catholic Charities agency is to act with compassionate Charities agency is to act with compassionate love and engage in the ongoing work of bringing love and engage in the ongoing work of bringing to completion the kingdom of God in our midst. to completion the kingdom of God in our midst.

The mission of Catholic Charities is to provide The mission of Catholic Charities is to provide services to people in need, to advocate for justice services to people in need, to advocate for justice in social structures, and to call the entire church in social structures, and to call the entire church and other people of good will to do the same. and other people of good will to do the same.


Catholic Charities fulfills the Church’s Catholic Charities fulfills the Church’s role in the mission of charity to role in the mission of charity to anyone in need by providing anyone in need by providing compassionate, competent and compassionate, competent and professional services that strengthen professional services that strengthen and support individuals, families and and support individuals, families and communities based on the value and communities based on the value and dignity of human life. dignity of human life.

ChicagoChicago


Catholic Social Services of _____ is a Catholic Social Services of _____ is a non-profit social service agency non-profit social service agency serving ____, _________, and _________ serving ____, _________, and _________ counties with a continuum of counties with a continuum of services for children, teens, adults, services for children, teens, adults, families and seniors.families and seniors.

THE Miami ValleyTHE Miami Valley


Respecting the dignity and potential of Respecting the dignity and potential of each human person, Catholic Charities of each human person, Catholic Charities of ___________________ collaborates with the ___________________ collaborates with the wider community to serve those in need. wider community to serve those in need. Impelled by the love and teaching of Jesus Impelled by the love and teaching of Jesus Christ, we offer life-giving programs, Christ, we offer life-giving programs, advocate for the voiceless, and empower advocate for the voiceless, and empower the poor and vulnerable to foster a more the poor and vulnerable to foster a more just society.just society.

New OrleansNew Orleans


Catholic Charities of ________ is a non-profit organization Catholic Charities of ________ is a non-profit organization that makes available a broad base of services to all _______ that makes available a broad base of services to all _______ County residents regardless of religious, ethnic, racial, and County residents regardless of religious, ethnic, racial, and social backgrounds. Catholic Charities works with social backgrounds. Catholic Charities works with individuals to define, design, and implement family-friendly individuals to define, design, and implement family-friendly programs that promote economic opportunity, educational programs that promote economic opportunity, educational achievement, family enrichment, community health, and achievement, family enrichment, community health, and neighborhood reinvestment.neighborhood reinvestment.

MISSIONMISSION Our mission is rooted in the Gospel to feed the hungry, Our mission is rooted in the Gospel to feed the hungry,

clothe the naked, care for the ill, visit the imprisoned, clothe the naked, care for the ill, visit the imprisoned, shelter the homeless, and welcome the stranger in our shelter the homeless, and welcome the stranger in our midstmidst

Orange CountyOrange County


Baton RougeBaton Rouge

Three Themes A Vision Three Themes A Vision Should CoverShould Cover

““Raison d'êtreRaison d'être —the organization's purpose, or —the organization's purpose, or reason for being reason for being

Strategy—how that raison d'être will be achieved Strategy—how that raison d'être will be achieved

Values—the key assumptions, attitudes, and beliefs Values—the key assumptions, attitudes, and beliefs embodied by the organization and represented in embodied by the organization and represented in the daily flow of activities necessary for moving it the daily flow of activities necessary for moving it closer to the raison d'être and for supporting the closer to the raison d'être and for supporting the strategy”strategy”

– From “Guiding Growth: How Visions Keep Companies on Course,” From “Guiding Growth: How Visions Keep Companies on Course,” an interview with Mark Lipton, HBS Working Knowledge, available an interview with Mark Lipton, HBS Working Knowledge, available online at online at http://hbswk.hbs.edu/archive/3342.htmlhttp://hbswk.hbs.edu/archive/3342.html

Checklist for the Vision Checklist for the Vision Articulation ProcessArticulation Process

““Will it motivate you to join this organization and Will it motivate you to join this organization and continue to motivate you once you are there? continue to motivate you once you are there?

Does it provide a beacon for guiding the kinds of Does it provide a beacon for guiding the kinds of adaptation and change required for continual adaptation and change required for continual growth? growth?

Does it describe a future that is more attractive Does it describe a future that is more attractive than the present? than the present?

Will it challenge you? Will it challenge you? Can it serve as the basis to formulate strategy Can it serve as the basis to formulate strategy

that can be acted on? that can be acted on? Will it serve as a framework to keep decision Will it serve as a framework to keep decision

making in context?”making in context?”– From Lipton From Lipton

Statement of Raison d'êtreStatement of Raison d'être or or Mission?Mission?

““I use a simple test to keep executives I use a simple test to keep executives honest in determining whether they honest in determining whether they have really defined their raison d‘être have really defined their raison d‘être or whether they have merely engaged or whether they have merely engaged in a writing exercise that states a in a writing exercise that states a mission. They must continually ask: ‘Is mission. They must continually ask: ‘Is this this whatwhat our organization or division our organization or division does, or is it clarifying does, or is it clarifying whywhy we are in we are in business?’ ‘What’ tends to be about business?’ ‘What’ tends to be about mission. ‘Why’ is the vision.” mission. ‘Why’ is the vision.” Lipton, emphasis Lipton, emphasis in originalin original

Beyond Articulation: Beyond Articulation: EmbeddingEmbedding

““Beyond the vision framework, though, Beyond the vision framework, though, getting people to "hold" the same vision getting people to "hold" the same vision requires some straightforward strategies. requires some straightforward strategies. First and foremost is communication. I no First and foremost is communication. I no longer believe in vision "statements," since longer believe in vision "statements," since management gets too dependent on a management gets too dependent on a piece or two of paper hung up on piece or two of paper hung up on conference room walls. conference room walls. Far more Far more important is the way all managers talk important is the way all managers talk to people about the vision, in their to people about the vision, in their own way, using their own language.own way, using their own language.” ” Lipton, emphasis addedLipton, emphasis added

Embedding in Policies, Embedding in Policies, Practices and ProceduresPractices and Procedures

An elegant statement of vision, An elegant statement of vision, mission and values will have no mission and values will have no effect unless integrated into the core effect unless integrated into the core operations of an organizationoperations of an organization– Ask: Are our mission, vision and values Ask: Are our mission, vision and values

statements truly the basis on which key statements truly the basis on which key decisions are made (or an after-thought decisions are made (or an after-thought at best)?at best)?

Embedding in Policies, Embedding in Policies, Practices and ProceduresPractices and Procedures

In which policies, etc. is it especially In which policies, etc. is it especially important to integrate guiding principles?important to integrate guiding principles?– HiringHiring– FiringFiring– Performance appraisalsPerformance appraisals– Promotions and compensation decisionsPromotions and compensation decisions– Strategy decisionsStrategy decisions– Deciding what work to acceptDeciding what work to accept– Deciding who to partner withDeciding who to partner with– Etc.Etc.

Embedding StoriesEmbedding Stories ““We found that stories are profoundly We found that stories are profoundly

powerful: stories of the firm's history as it powerful: stories of the firm's history as it illustrates part of the vision; stories of illustrates part of the vision; stories of organizational heroes who exemplify values organizational heroes who exemplify values embedded in the vision; and vivid stories embedded in the vision; and vivid stories about what the future can look like. I believe about what the future can look like. I believe in preaching to the converted—preachers do in preaching to the converted—preachers do it all the time! Strengthening commitment, it all the time! Strengthening commitment, intellectual performance and morale of those intellectual performance and morale of those already on your side is essential.”already on your side is essential.”

What stories exemplify values embedded in What stories exemplify values embedded in the vision of your work at Catholic Charities?the vision of your work at Catholic Charities?

Vision Must Be Grounded to Vision Must Be Grounded to LastLast

"If you have built castles in the air, "If you have built castles in the air, your work need not be lost; that is your work need not be lost; that is where they should be. Now put the where they should be. Now put the foundations under them.." foundations under them.."

– Henry David Thoreau Henry David Thoreau

Strategies for SustainingStrategies for Sustaining

We’ve addressed articulating and We’ve addressed articulating and embedding, but what is necessary to embedding, but what is necessary to sustain a values-based organization once sustain a values-based organization once formed?formed?– Clear, credible, consistent support of Clear, credible, consistent support of

leadership at all levelsleadership at all levels– Selection and training of leaders who are Selection and training of leaders who are

committed to the professed vision and valuescommitted to the professed vision and values– Avoidance of policies, practices and actions Avoidance of policies, practices and actions

contrary to the professed values & visioncontrary to the professed values & vision– Other measures? Other measures?

The Function of Core Values The Function of Core Values

The values the organization embraces:The values the organization embraces:– Are the basis on which we interact with one Are the basis on which we interact with one

another and conduct our work with and for another and conduct our work with and for othersothers

– Help carry out its mission and achieve its visionHelp carry out its mission and achieve its vision– Solidify its organizational cultureSolidify its organizational culture– Attract and retain high quality employeesAttract and retain high quality employees– Inspire and guide its employeesInspire and guide its employees– Distinguish the organization from its Distinguish the organization from its

competitorscompetitors

Values Differences Among Values Differences Among OrganizationsOrganizations

What values are chosen in the first place?What values are chosen in the first place?– E.g., mandatory or voluntary given the nature of E.g., mandatory or voluntary given the nature of

the work, the industry, societal expectations, the work, the industry, societal expectations, etc.?etc.?

What is the degree of commitment to the What is the degree of commitment to the professed values?professed values?– Minimal or full?Minimal or full?

The extent to which the professed values are The extent to which the professed values are realized or aspirational (put another way, the realized or aspirational (put another way, the degree of difference between the professed degree of difference between the professed and lived values of the organization)and lived values of the organization)

Aligning Action and Values, Aligning Action and Values, CollinsCollins

How much time do leaders spend How much time do leaders spend drafting vision and mission drafting vision and mission statements as compared to aligning statements as compared to aligning their organizations with the values their organizations with the values and visions already in place?and visions already in place?

How much time should they spend How much time should they spend on these respective tasks?on these respective tasks?

Why?Why?– Re. “Aligning Action and Values,” Jim Collins, Leader to Re. “Aligning Action and Values,” Jim Collins, Leader to

Leader. No. 1, Summer 1996Leader. No. 1, Summer 1996

Collins Suggested Time Collins Suggested Time AllotmentAllotment

The Importance of Identifying The Importance of Identifying and Correcting Misalignmentand Correcting Misalignment

Helpful to ask employees in a safe Helpful to ask employees in a safe environment:environment:– Where are we doing a good job in living Where are we doing a good job in living

out our core values/guiding principles?out our core values/guiding principles?– Where could we be doing even better?Where could we be doing even better?

The Importance of The Importance of Reinforcement MechanismsReinforcement Mechanisms

““Reinforcement mechanisms” bring Reinforcement mechanisms” bring values to life and so create values to life and so create alignment by encouraging in alignment by encouraging in concrete and specific ways the concrete and specific ways the desired values-based behaviordesired values-based behavior

An Example of a An Example of a Reinforcement MechanismReinforcement Mechanism

“’“’We ought to do more training of new people We ought to do more training of new people when they come in the door so they'll learn our when they come in the door so they'll learn our value system.’ But that's not creating alignment. value system.’ But that's not creating alignment. Alignment would be to enact a process in which Alignment would be to enact a process in which "Within their first 48 hours on the job all new "Within their first 48 hours on the job all new employees will go through an eight-hour employees will go through an eight-hour orientation process to learn what this orientation process to learn what this organization is about. They'll study its history and organization is about. They'll study its history and philosophy. They'll meet with a senior executive." philosophy. They'll meet with a senior executive." That's concrete and specific-two requirements of That's concrete and specific-two requirements of an effective alignment mechanism. It also has an effective alignment mechanism. It also has teeth.” teeth.”

CollinsCollins

Conceiving A Reinforcement Conceiving A Reinforcement Mechanism for CCMechanism for CC

What reinforcement mechanism could you What reinforcement mechanism could you think of to reinforce the value of dignity at CC think of to reinforce the value of dignity at CC or the following guiding principle (East Bay):or the following guiding principle (East Bay):

CollaborationCollaboration– We work in partnership with our community. We work in partnership with our community. – We are committed to developing and maintaining We are committed to developing and maintaining

collaborative relationships with the community collaborative relationships with the community and other organizations within the community. and other organizations within the community.

– We invite and encourage client and stakeholder We invite and encourage client and stakeholder participation. participation.

Core Values are Discovered Core Values are Discovered Rather Than DeclaredRather Than Declared

““First, you cannot "set" organizational values, you First, you cannot "set" organizational values, you can only discover them. Nor can you "install" new can only discover them. Nor can you "install" new core values into people. Core values are not core values into people. Core values are not something people "buy in" to. People must be something people "buy in" to. People must be predisposed to holding them. Executives often ask predisposed to holding them. Executives often ask me, "How do we get people to share our core me, "How do we get people to share our core values?" You don't. Instead, the task is to values?" You don't. Instead, the task is to findfind people who are already predisposed to sharing people who are already predisposed to sharing your core values. You must attract and then retain your core values. You must attract and then retain these people and let those who aren't predisposed these people and let those who aren't predisposed to sharing your core values go elsewhere.”to sharing your core values go elsewhere.”

Query: Is Collins totally correct that core values Query: Is Collins totally correct that core values “are not something people ‘buy in’ to”?“are not something people ‘buy in’ to”?

Your “Mars Group”Your “Mars Group”

““Imagine you've been asked to recreate Imagine you've been asked to recreate the very best attributes of your the very best attributes of your organization on another planet, but you organization on another planet, but you only have seats on the rocketship for only have seats on the rocketship for five to seven people. Who would you five to seven people. Who would you send? They are the people who send? They are the people who probably have a gut-level probably have a gut-level understanding of your core values, have understanding of your core values, have the highest level of credibility with their the highest level of credibility with their peers, and demonstrate the highest peers, and demonstrate the highest levels of competence.” levels of competence.”

The Unchanging Core and the The Unchanging Core and the Ever-Changing Strategies, Ever-Changing Strategies,

Practices, Etc.Practices, Etc. ““Your core values and purpose, if Your core values and purpose, if

properly conceived, remain fixed. properly conceived, remain fixed. Everything else-your practices, Everything else-your practices, strategies, structures, systems, strategies, structures, systems, policies, and procedures-should be policies, and procedures-should be open for change.”open for change.”

Collins Collins

Has Habitat Confused What Has Habitat Confused What Should Never Change and Should Never Change and

What Should?What Should? The Facts: “In the two years following the 2004 tsunami in The Facts: “In the two years following the 2004 tsunami in

the Indian Ocean, Habitat for Humanity International, the the Indian Ocean, Habitat for Humanity International, the nondenominational Christian ministry, built or repaired 8,500 nondenominational Christian ministry, built or repaired 8,500 houses in Indonesia, Thailand, India and Sri Lanka.houses in Indonesia, Thailand, India and Sri Lanka.

Habitat for Humanity seemed poised to do the same thing Habitat for Humanity seemed poised to do the same thing along the Gulf Coast after Hurricane Katrina hit in 2005…. along the Gulf Coast after Hurricane Katrina hit in 2005….

But almost 18 months after storms destroyed more than But almost 18 months after storms destroyed more than 250,000 homes, Habitat for Humanity says it has built just 10 250,000 homes, Habitat for Humanity says it has built just 10 houses for poor hurricane victims here, 36 in New Orleans, houses for poor hurricane victims here, 36 in New Orleans, and a total of 416 along the entire coast, from Alabama to and a total of 416 along the entire coast, from Alabama to Texas. More are under construction, for a total of 702.”Texas. More are under construction, for a total of 702.”

From “Charity Group Lags in Efforts On Gulf Homes”, NYT, From “Charity Group Lags in Efforts On Gulf Homes”, NYT, 2/22/07, Leslie Eaton and Stephanie Strom2/22/07, Leslie Eaton and Stephanie Strom

Has Habitat Confused What Has Habitat Confused What Should Never Change and Should Never Change and

What Should?What Should? The Criticisms: “Critics have questioned Habitat's continued The Criticisms: “Critics have questioned Habitat's continued

emphasis on building new homes rather than on emphasis on building new homes rather than on rehabilitation. They note that other groups have done more rehabilitation. They note that other groups have done more with this approach: volunteers from Southern Baptist with this approach: volunteers from Southern Baptist churches mucked out 12,000 houses in Mississippi alone, churches mucked out 12,000 houses in Mississippi alone, and have rebuilt or repaired 3,000, while volunteers from and have rebuilt or repaired 3,000, while volunteers from Mennonite congregations have repaired hundreds of houses Mennonite congregations have repaired hundreds of houses and built 31 new ones last year. Even the small Southern and built 31 new ones last year. Even the small Southern Mutual Help Association, a nonprofit that reported revenues Mutual Help Association, a nonprofit that reported revenues of $3.3 million in 2005, has helped rehabilitate or rebuild of $3.3 million in 2005, has helped rehabilitate or rebuild more than 500.”more than 500.”

From “Charity Group Lags in Efforts On Gulf Homes”, NYT, From “Charity Group Lags in Efforts On Gulf Homes”, NYT, 2/22/07, Leslie Eaton and Stephanie Strom2/22/07, Leslie Eaton and Stephanie Strom

The Mission of New Orleans The Mission of New Orleans HabitatHabitat

To build houses in partnership with To build houses in partnership with volunteers, sponsors, communities and volunteers, sponsors, communities and homeowner families, whereby families are homeowner families, whereby families are empowered to transform their own lives.empowered to transform their own lives.

To eliminate poverty housing in the New To eliminate poverty housing in the New Orleans area while serving as a catalyst to Orleans area while serving as a catalyst to make decent shelter a matter of make decent shelter a matter of conscience and action.conscience and action.

Is there potential tension between these Is there potential tension between these two statements?two statements?

Engaging Employees’ Values: A Engaging Employees’ Values: A Prerequisite to Successful Prerequisite to Successful

Fulfillment of the Mission and Fulfillment of the Mission and Implementation of Values-Based Implementation of Values-Based

DecisionDecision

The Background Concept of The Background Concept of Positive FreedomPositive Freedom

Negative Freedom is “freedom from”Negative Freedom is “freedom from” Positive Freedom is “freedom for”Positive Freedom is “freedom for” The problem of positive freedom for The problem of positive freedom for

individuals?individuals?– Finding a relationship, belief, value or ideal worthy Finding a relationship, belief, value or ideal worthy

of your commitmentof your commitment The problem of positive freedom for leaders in The problem of positive freedom for leaders in

an organization?an organization?– Engaging the positive freedom of employees, Engaging the positive freedom of employees,

providing a vision that inspires and an organization providing a vision that inspires and an organization that supports employees’ highest values and beliefsthat supports employees’ highest values and beliefs

Gallup on “A Connection With Gallup on “A Connection With the Mission of the Company”the Mission of the Company”

Why is a felt connection with the mission of Why is a felt connection with the mission of an organization important to employees?an organization important to employees?– ““Workers thirst for something noble in which to Workers thirst for something noble in which to

believe and invest themselves.” (113)believe and invest themselves.” (113)– ““The employee searches for meaning in her The employee searches for meaning in her

vocation. For reasons that transcend the vocation. For reasons that transcend the physical needs fulfilled by earning a living, she physical needs fulfilled by earning a living, she looks for her contribution to a higher purpose. looks for her contribution to a higher purpose. Something within her looks for something in Something within her looks for something in which to believe.” (112)which to believe.” (112)

– From From 12: The Elements of Great Managing12: The Elements of Great Managing, by Rodd Wagner and , by Rodd Wagner and James K. HarterJames K. Harter

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

Gallup’s emphasis on the importance of Gallup’s emphasis on the importance of mission is consistent with Maslow’s hierarchy:mission is consistent with Maslow’s hierarchy:

Self-ActualizationSelf-Actualization (justice, wisdom, meaning, (justice, wisdom, meaning, etc.)etc.)

Esteem NeedsEsteem Needs (self-respect, achievement, etc.) (self-respect, achievement, etc.)

Social NeedsSocial Needs (friendship, belonging, etc.) (friendship, belonging, etc.)

Safety NeedsSafety Needs (physical safety, job security, etc.) (physical safety, job security, etc.)

Physiological NeedsPhysiological Needs (air, water, food, sleep) (air, water, food, sleep)

Job, Career or Job, Career or Calling/Vocation?Calling/Vocation?

What distinguishes those employees who see their What distinguishes those employees who see their work as a job from those who see their work as a work as a job from those who see their work as a career or calling?career or calling?– Simply a job: least engaged, “a necessary inconvenience Simply a job: least engaged, “a necessary inconvenience

and a way of earning money with which they can and a way of earning money with which they can accomplish personal goals and enjoy themselves outside accomplish personal goals and enjoy themselves outside of work”of work”

– Work as a career: “…Enjoy increased pay, prestige, and Work as a career: “…Enjoy increased pay, prestige, and status that come as they work their way up the corporate status that come as they work their way up the corporate ladder”ladder”

– Work as a calling: “the work is an end in itself, and is Work as a calling: “the work is an end in itself, and is usually associated with the belief that the work contributes usually associated with the belief that the work contributes to the greater good and makes the world a better place.” to the greater good and makes the world a better place.” (all on p. 117)(all on p. 117)

From From 12: The Elements of Great Managing12: The Elements of Great Managing, by Rodd Wagner and , by Rodd Wagner and James K. HarterJames K. Harter

Economic Justice for AllEconomic Justice for All on the on the Meaning of Vocation in Meaning of Vocation in

BusinessBusiness ““Persons in management face many Persons in management face many

hard choices each day, choices on hard choices each day, choices on which the well-being of many others which the well-being of many others depends. Commitment to the public depends. Commitment to the public good and not simply the private good good and not simply the private good of their firms is at the heart of what it of their firms is at the heart of what it means to call their work a vocation means to call their work a vocation and not simply a career or a job.” and not simply a career or a job.” (111)(111)

Drucker on the Minimum Drucker on the Minimum Necessary Degree of Moral Necessary Degree of Moral

CompatibilityCompatibility ““To be effective in an organization, a To be effective in an organization, a

person’s values must be compatible person’s values must be compatible with the organization’s values. They with the organization’s values. They do not need to be the same, but they do not need to be the same, but they must be close enough to coexist. must be close enough to coexist. Otherwise, the person will not only be Otherwise, the person will not only be frustrated, but also will not produce frustrated, but also will not produce results.”results.”– From “Managing Oneself,” by Peter Drucker, in From “Managing Oneself,” by Peter Drucker, in Harvard Business Harvard Business

Review on Managing YourselfReview on Managing Yourself,, pp. 151ff pp. 151ff

CST and the Moral Significance CST and the Moral Significance of Workof Work

““All work has a threefold moral significance. All work has a threefold moral significance. First, it is a principle way that people exercise First, it is a principle way that people exercise the distinctive human capacity for self-the distinctive human capacity for self-expression and self-realization. Second, it is expression and self-realization. Second, it is the ordinary way for human beings to fulfill the ordinary way for human beings to fulfill their material needs. Finally, work enables their material needs. Finally, work enables people to contribute to the well-being of the people to contribute to the well-being of the larger community. Work is not only for one's larger community. Work is not only for one's self. It is for one's family, for the nation, and self. It is for one's family, for the nation, and indeed for the benefit of the entire human indeed for the benefit of the entire human family….”family….”

Economic Justice for AllEconomic Justice for All, 97, 97

Meaning In the Meaning In the Objective/Subjective Dimensions Objective/Subjective Dimensions

of Work and Excellenceof Work and Excellence The objective and subjective dimensions of The objective and subjective dimensions of

workwork– Objective – what you doObjective – what you do– Subjective – why you do it, the meaning you Subjective – why you do it, the meaning you

find in itfind in it Excellence in the objective and subjective Excellence in the objective and subjective

dimensionsdimensions– Objective – Meeting highest standards of craft Objective – Meeting highest standards of craft

in the industryin the industry– Subjective – Meeting your highest values Subjective – Meeting your highest values

Deus Caritas EstDeus Caritas Est on the Need for on the Need for Excellence in the Objective Excellence in the Objective

DimensionDimension ““Individuals who care for those in Individuals who care for those in

need must first be professionally need must first be professionally competent: they should be properly competent: they should be properly trained in what to do and how to do trained in what to do and how to do it, and committed to continuing it, and committed to continuing care.”care.” (31) (31)

Deus Caritas EstDeus Caritas Est on the Need for on the Need for Excellence in the Subjective Excellence in the Subjective

DimensionDimension ““We are dealing with human beings, and We are dealing with human beings, and

human beings always need something more human beings always need something more than technically proper care. They need than technically proper care. They need humanity. They need heartfelt concern. humanity. They need heartfelt concern. Those who work for the Church's charitable Those who work for the Church's charitable organizations must be distinguished by the organizations must be distinguished by the fact that they do not merely meet the needs fact that they do not merely meet the needs of the moment, but they dedicate themselves of the moment, but they dedicate themselves to others with heartfelt concern, enabling to others with heartfelt concern, enabling them to experience the richness of their them to experience the richness of their humanity.”humanity.” (31) (31)

Economic Justice for AllEconomic Justice for All On What is On What is Required in the Subjective Required in the Subjective

DimensionDimension ““Human personhood must be Human personhood must be

respected with a reverence that is respected with a reverence that is religious. When we deal with each religious. When we deal with each other, we should do so with the other, we should do so with the sense of awe that arises in the sense of awe that arises in the presence of something holy and presence of something holy and sacred. For that is what human sacred. For that is what human beings are: we are created in the beings are: we are created in the image of God (Gn 1:27).” (28) image of God (Gn 1:27).” (28)

Economic Justice for AllEconomic Justice for All On The On The Shaping Influence of Economic LifeShaping Influence of Economic Life ““Like family life, economic life is one of the Like family life, economic life is one of the

chief areas where we live out our faith, chief areas where we live out our faith, love our neighbor, confront temptation, love our neighbor, confront temptation, fulfill God's creative design, and achieve fulfill God's creative design, and achieve holiness. Our economic activity in factory, holiness. Our economic activity in factory, field, office, or shop feeds our families -- or field, office, or shop feeds our families -- or feeds our anxieties. It exercises our talents feeds our anxieties. It exercises our talents -- or wastes them. It raises our hopes -- or -- or wastes them. It raises our hopes -- or crushes them. It brings us into cooperation crushes them. It brings us into cooperation with others -- or sets us at odds. ” (6) with others -- or sets us at odds. ” (6)

Pollard’s Description of Pollard’s Description of ShirleyShirley

““Shirley sees her job as extending to the Shirley sees her job as extending to the welfare of the patient and as an integral welfare of the patient and as an integral part of a team that helps sick people get part of a team that helps sick people get well. She has a cause that involves the well. She has a cause that involves the health and welfare of others. When Shirley health and welfare of others. When Shirley first started, no doubt she was merely first started, no doubt she was merely looking for just a job. But she brought to looking for just a job. But she brought to her work an unlocked potential and a desire her work an unlocked potential and a desire to accomplish something significant.”to accomplish something significant.”

““Mission as an Organizing Principle,” William Pollard, Leader to Mission as an Organizing Principle,” William Pollard, Leader to Leader, No. 16, Spring 2000 Leader, No. 16, Spring 2000

Pollard’s Description of OlgaPollard’s Description of Olga

““Olga had been given a T-frame for a mop, Olga had been given a T-frame for a mop, a filthy rag, and a bucket of dirty water. a filthy rag, and a bucket of dirty water. She really wasn't cleaning the floor; she She really wasn't cleaning the floor; she was just moving dirt from place to place. was just moving dirt from place to place. The reality of Olga's task was to do the The reality of Olga's task was to do the least amount of motions in the greatest least amount of motions in the greatest amount of time until the day was over. amount of time until the day was over. Olga was not proud of what she was doing. Olga was not proud of what she was doing. She had no dignity in her work. She was a She had no dignity in her work. She was a long way from owning the result.”long way from owning the result.”

““Mission as an Organizing Principle,” William Pollard, Leader to Mission as an Organizing Principle,” William Pollard, Leader to Leader, No. 16, Spring 2000 Leader, No. 16, Spring 2000

The Leadership ChallengeThe Leadership Challenge

To create a work experience more To create a work experience more like Shirely’s than Olga’s, leaders like Shirely’s than Olga’s, leaders must:must:– Provide a larger sense of purpose in the Provide a larger sense of purpose in the

workwork– Provide a dignified workplace Provide a dignified workplace

environmentenvironment– Provide the resources necessary to Provide the resources necessary to

accomplish the work effectivelyaccomplish the work effectively

Maslow: Management as Maslow: Management as Revolutionary TechniqueRevolutionary Technique

“…“…Proper management of the work Proper management of the work lives of human beings, of the way in lives of human beings, of the way in which they earn their living, can which they earn their living, can improve them and improve the world improve them and improve the world and in this sense be a utopian or and in this sense be a utopian or revolutionary technique.”revolutionary technique.”

From Maslow on Management, Abraham H. Maslow, p. 1From Maslow on Management, Abraham H. Maslow, p. 1

Mission Statements as a Mission Statements as a Principle for Self-CorrectionPrinciple for Self-Correction

““Our beliefs do not mean that Our beliefs do not mean that everything in the business will be everything in the business will be done right. We experience our share done right. We experience our share of mistakes. But because of a stated of mistakes. But because of a stated standard and our reasons for that standard and our reasons for that standard, we cannot hide our standard, we cannot hide our mistakes. They are brought into the mistakes. They are brought into the open for correction and, in some open for correction and, in some cases, for forgiveness.” (Pollard)cases, for forgiveness.” (Pollard)

Pollard on the Need for Pollard on the Need for HospitalityHospitality

““It is a leader’s responsibility to set It is a leader’s responsibility to set the tone, to learn to accept the the tone, to learn to accept the differences of people, and to foster differences of people, and to foster and environment where different and environment where different people can contribute as part of the people can contribute as part of the whole and achieve unity in diversity.” whole and achieve unity in diversity.”

Further Thoughts on The Further Thoughts on The Leader As Practitioner of Leader As Practitioner of

HospitalityHospitality Scripture affirms the obligation to welcome Scripture affirms the obligation to welcome

strangers and the precious gifts strangers strangers and the precious gifts strangers bearbear– Abraham’s reception of 3 strangers (Gen.18:1-Abraham’s reception of 3 strangers (Gen.18:1-

15)15)– Disciples reception of the stranger (Lk. 24:13-35)Disciples reception of the stranger (Lk. 24:13-35)

Henri Nouwen stresses that the term Henri Nouwen stresses that the term “hospitality” should be seen as a “hospitality” should be seen as a fundamental attitude toward fellow human fundamental attitude toward fellow human beings and not only as literally welcoming beings and not only as literally welcoming strangers into our homesstrangers into our homes

Hospitality (cont’d)Hospitality (cont’d)

““Hospitality is not to change people Hospitality is not to change people but to offer them space where change but to offer them space where change can take place….It is not a method of can take place….It is not a method of making our God and our way into the making our God and our way into the criteria of happiness but the opening criteria of happiness but the opening of an opportunity to others to find their of an opportunity to others to find their God and their way.”God and their way.”

From From Reaching OutReaching Out, by Henri Nouwen, by Henri Nouwen

Hospitality (cont’d)Hospitality (cont’d)

““The paradox of hospitality is that it wants The paradox of hospitality is that it wants to create emptiness, not a fearful to create emptiness, not a fearful emptiness, but a friendly emptiness where emptiness, but a friendly emptiness where strangers can enter and discover strangers can enter and discover themselves as created free; free to sing themselves as created free; free to sing their own songs, speak their own their own songs, speak their own languages, dance their own dances…. languages, dance their own dances…. Hospitality is not a subtle invitation to Hospitality is not a subtle invitation to adopt the lifestyle of the host, but the gift adopt the lifestyle of the host, but the gift of a chance for guests to find their own.”of a chance for guests to find their own.”

From From Reaching OutReaching Out, by Henri Nouwen, by Henri Nouwen

The Need For Both Openness The Need For Both Openness and Confrontationand Confrontation

Nouwen points out that the host must both Nouwen points out that the host must both – welcome the guests as they are (openness to welcome the guests as they are (openness to

their values, beliefs, etc.) and their values, beliefs, etc.) and – be present to the guests as he or she is be present to the guests as he or she is

(confronting or presenting them with his or her (confronting or presenting them with his or her substantive values, beliefs, etc.) substantive values, beliefs, etc.)

– Real dialogue requires substantive identities, Real dialogue requires substantive identities, views, etc.views, etc.

– I suggest “substantive presence” rather than I suggest “substantive presence” rather than “confrontation”“confrontation”

Creating Minestrone Soup Creating Minestrone Soup Rather Than a Spiritual PureeRather Than a Spiritual Puree

The challenge facing spiritual leaders within The challenge facing spiritual leaders within Catholic Charities agencies is to create a Catholic Charities agencies is to create a working environment within a Catholic working environment within a Catholic organization in which persons of diverse organization in which persons of diverse spiritual views feel spiritually welcomed, spiritual views feel spiritually welcomed, valued and engagedvalued and engaged– The challenge of being both Catholic and catholicThe challenge of being both Catholic and catholic– The task is more like creating the spiritual The task is more like creating the spiritual

equivalent of minestrone soup rather than a puree equivalent of minestrone soup rather than a puree in which distinctive spiritual identities are ground in which distinctive spiritual identities are ground finely and lostfinely and lost

– The goal: communion in diversity and in The goal: communion in diversity and in commitment to a shared mission and effortcommitment to a shared mission and effort

A. Camus in Favor of Minestrone (from A. Camus in Favor of Minestrone (from “The Unbeliever and Christians”)“The Unbeliever and Christians”)

“…“…What I feel like telling you today is What I feel like telling you today is that the world needs real dialogue, that that the world needs real dialogue, that falsehood is just as much the opposite falsehood is just as much the opposite of dialogue as is silence, and that the of dialogue as is silence, and that the only possible dialogue is the kind only possible dialogue is the kind between people who remain what they between people who remain what they are and speak their minds. This is are and speak their minds. This is tantamount to saying that the world of tantamount to saying that the world of today needs Christians who remain today needs Christians who remain Christians.”Christians.”

The Role of the Leader in The Role of the Leader in Values-Based OrganizationsValues-Based Organizations

Collins: Two Types of Collins: Two Types of Leadership SkillLeadership Skill

ExecutiveExecutive– ““In executive leadership, the individual leader In executive leadership, the individual leader

has enough concentrated power to simply has enough concentrated power to simply make the right decisions.”make the right decisions.”

LegislativeLegislative– ““In legislative leadership, …no individual In legislative leadership, …no individual

leader…no individual leader has enough leader…no individual leader has enough structural power to make the most important structural power to make the most important decisions by himself or herself. Legislative decisions by himself or herself. Legislative leadership relies more upon persuasion, leadership relies more upon persuasion, political currency, and shared interests to political currency, and shared interests to create the conditions for the right decision to create the conditions for the right decision to happen.”happen.”

– Good to Great and the Social SectorsGood to Great and the Social Sectors, Jim Collins, 11, Jim Collins, 11

Finding Legislative PowerFinding Legislative Power

“’“’Oh, you have the power, if you just Oh, you have the power, if you just know where to find it. There is the know where to find it. There is the power of inclusion, and the power of power of inclusion, and the power of language, and the power of shared language, and the power of shared interests, and the power of coalition. interests, and the power of coalition. Power is all around you to draw upon, Power is all around you to draw upon, but it is rarely raw, rarely visible.”but it is rarely raw, rarely visible.”

Collins quoting Frances HesselbeinCollins quoting Frances Hesselbein

The Level 5 HierarchyThe Level 5 Hierarchy Level 5 Level 5 Executive Executive Builds enduring greatness through a paradoxical Builds enduring greatness through a paradoxical

combination of personal humility plus professional will.combination of personal humility plus professional will. Level 4 Level 4 Effective Leader Effective Leader Catalyzes commitment to and vigorous pursuit of a clear Catalyzes commitment to and vigorous pursuit of a clear

and compelling vision; stimulates the group to high and compelling vision; stimulates the group to high performance standards.performance standards.

Level 3 Level 3 Competent Manager Competent Manager Organizes people and resources toward the effective and Organizes people and resources toward the effective and

efficient pursuit of predetermined objectives.efficient pursuit of predetermined objectives. Level 2 Level 2 Contributing Team Member Contributing Team Member Contributes to the achievement of group objectives; works Contributes to the achievement of group objectives; works

effectively with others in a group setting.effectively with others in a group setting. Level 1 Level 1 Highly Capable Individual Highly Capable Individual Makes productive contributions through talent, knowledge, Makes productive contributions through talent, knowledge,

skills, and good work habits.skills, and good work habits. From “Level 5 Leadership,” Jim Collins, Harvard Business Review, From “Level 5 Leadership,” Jim Collins, Harvard Business Review,

January 2001January 2001

The Paradox of Level 5 The Paradox of Level 5 LeadersLeaders

Collins explains that Level 5 leaders are Collins explains that Level 5 leaders are characterized by two traits:characterized by two traits:– Personal humility (“they are ambitious first Personal humility (“they are ambitious first

and foremost for the cause, the movement, and foremost for the cause, the movement, the mission, the work– the mission, the work– not themselvesnot themselves”, ”, andand

– Intense Professional Will (“they have the Intense Professional Will (“they have the will to do whatever it takes”)will to do whatever it takes”)

What is it like to work for a leader who What is it like to work for a leader who lacks either personal humility or will?lacks either personal humility or will?

The Role of the Leader in the The Role of the Leader in the Values-Based Decision-Values-Based Decision-

Making Process (A Role Fitting Making Process (A Role Fitting Legislative Leadership)Legislative Leadership)

Two Approaches to Decision Two Approaches to Decision Making Making

AdvocacyAdvocacy InquiryInquiry

Concept of Concept of Decision Decision MakingMaking

A contestA contest Collaborative Collaborative problem problem solvingsolving

Purpose of Purpose of DiscussionDiscussion

Persuasion Persuasion and lobbyingand lobbying

Testing and Testing and evaluationevaluation

Participants’ Participants’ rolerole

SpokespeopleSpokespeople Critical Critical thinkersthinkers

Content on Following Slide From “What You Don’t Know About Making Content on Following Slide From “What You Don’t Know About Making Decisions,” David Garvin and Michael Roberto, Harvard Business Decisions,” David Garvin and Michael Roberto, Harvard Business Review, September 2001Review, September 2001

Cont’dCont’d AdvocacyAdvocacy InquiryInquiry

Patterns of Patterns of BehaviorBehavior

Strive to Strive to persuade otherspersuade others

Present Present balanced balanced argumentsarguments

Defend your Defend your positionposition

Remain open to Remain open to alternativesalternatives

Downplay Downplay weaknessesweaknesses

Accept Accept constructive constructive criticismcriticism

Minority viewsMinority views Discouraged or Discouraged or dismisseddismissed

Cultivated and Cultivated and valuedvalued

OutcomeOutcome Winners and Winners and loserslosers

Collective Collective ownershipownership

The Three C’sThe Three C’s

Adaptation of the inquiry approach to Adaptation of the inquiry approach to decision making requires attention to decision making requires attention to 3 factors:3 factors:– ConflictConflict– ConsiderationConsideration– ClosureClosure

Constructive ConflictConstructive Conflict

Conflict may be:Conflict may be:– Cognitive (difference over ideas, Cognitive (difference over ideas,

assumptions, etc.)assumptions, etc.)– Affective (personal, emotional, personality Affective (personal, emotional, personality

clashes, diminished willingness to listen, clashes, diminished willingness to listen, cooperate, etc.)cooperate, etc.)

““The challenge for leaders is to The challenge for leaders is to increase cognitive conflict while increase cognitive conflict while keeping affective conflict low -- no keeping affective conflict low -- no mean feat.” mean feat.”

ConsiderationConsideration What determines whether those whose What determines whether those whose

views did not prevail resist the outcome of views did not prevail resist the outcome of the decision making process?:the decision making process?:

““The reality is that the leader will make the The reality is that the leader will make the ultimate decision, but the people ultimate decision, but the people participating in the process must believe participating in the process must believe that their views were considered and that that their views were considered and that they had a genuine opportunity to influence they had a genuine opportunity to influence the final decision. Researchers have found the final decision. Researchers have found that if participants believe the process was that if participants believe the process was fair, they are far more willing to commit fair, they are far more willing to commit themselves to the resulting decision even if themselves to the resulting decision even if their views did not prevail.” their views did not prevail.”

Voice Voice ≠ Consideration≠ Consideration

““Many managers equate fairness Many managers equate fairness with voice -- with giving everyone a with voice -- with giving everyone a chance to express his or her own chance to express his or her own view…. However, voice is not nearly view…. However, voice is not nearly as important as consideration -- as important as consideration -- people's belief that the leader people's belief that the leader actively listened to them during the actively listened to them during the discussions and weighed their views discussions and weighed their views carefully before reaching a decision.” carefully before reaching a decision.”

ClosureClosure

The challenge in effective decision The challenge in effective decision making in the organizational context making in the organizational context is to resist tendencies to decide is to resist tendencies to decide either too early or too lateeither too early or too late

Leaders need “the wisdom to know Leaders need “the wisdom to know when to bring conversations to a when to bring conversations to a close”close”

Deciding Too EarlyDeciding Too Early

““Sometimes people's desire to be considered Sometimes people's desire to be considered team players overrides their willingness to team players overrides their willingness to engage in critical thinking and thoughtful engage in critical thinking and thoughtful analysis, so the group readily accepts the first analysis, so the group readily accepts the first remotely plausible option. Popularly known as remotely plausible option. Popularly known as "groupthink," this mind-set is prevalent in the "groupthink," this mind-set is prevalent in the presence of strong advocates….”presence of strong advocates….”

Danger: Suppresses full range of options and Danger: Suppresses full range of options and makes it likely unstated objections will surface makes it likely unstated objections will surface when implementation requires cooperation when implementation requires cooperation

Deciding Too LateDeciding Too Late

Two forms:Two forms:– Gridlock when competing factions won’t Gridlock when competing factions won’t

yield and there’s no way to break the yield and there’s no way to break the gridlock (so the argument goes on and gridlock (so the argument goes on and on and on)on and on)

– Excessive concern to hear every opinion, Excessive concern to hear every opinion, resolve every conceivable question, and resolve every conceivable question, and assemble unassailable data to provide assemble unassailable data to provide certainty that the decision is rightcertainty that the decision is right Leading to endless discussion and causing Leading to endless discussion and causing

some to tune outsome to tune out

Traits Associated With Effective Traits Associated With Effective Decision Making ProcessesDecision Making Processes

Multiple Alternatives: “When groups Multiple Alternatives: “When groups consider many alternatives, they consider many alternatives, they engage in more thoughtful analysis engage in more thoughtful analysis and usually avoid settling too quickly and usually avoid settling too quickly on the easy, obvious answer.”on the easy, obvious answer.”

Assumption Testing: Awareness of Assumption Testing: Awareness of facts that are merely asserted and facts that are merely asserted and assumed and a willingness to assumed and a willingness to challenge them challenge them

Traits Associated With Effective Traits Associated With Effective Decision Making ProcessesDecision Making Processes

Well-Defined Criteria: Clear goals are Well-Defined Criteria: Clear goals are specified at the outset that don’t favor any specified at the outset that don’t favor any particular participant’s desired outcomeparticular participant’s desired outcome

Dissent and Debate: Dissent and Debate: – Questions that open up discussion rather than Questions that open up discussion rather than

bring it to and end, and bring it to and end, and – Active listening rather than waiting silently for Active listening rather than waiting silently for

one’s turn to speak one’s turn to speak Perceived Fairness: Reflected in a steady Perceived Fairness: Reflected in a steady

level of participation rather than protest by level of participation rather than protest by withdrawalwithdrawal

Parting Thoughts On Parting Thoughts On Remaining Aglow But Not Remaining Aglow But Not

Burning OutBurning Out

““Working for God” or “Doing Working for God” or “Doing God’s Work”?God’s Work”?

Thomas Green suggests that in the story of Thomas Green suggests that in the story of Martha and Mary, Luke 10:38-42, Martha is Martha and Mary, Luke 10:38-42, Martha is “working for God” while Mary is “doing “working for God” while Mary is “doing God’s work”God’s work”– Working for God: we choose what we want to Working for God: we choose what we want to

offer to God, what we think God would or should offer to God, what we think God would or should likelike

– Doing God’s Work: we endeavor to discern what Doing God’s Work: we endeavor to discern what God wants and to do it, “thy will” rather than God wants and to do it, “thy will” rather than “my will” be done“my will” be done

See “Working for God vs. Doing God’s Work,” Chapter 2 of See “Working for God vs. Doing God’s Work,” Chapter 2 of Darkness in the Darkness in the MarketplaceMarketplace, by Thomas Green, by Thomas Green

What Doing God’s Work What Doing God’s Work Consistently RequiresConsistently Requires

Humility – an accurate awareness of Humility – an accurate awareness of our strengths and limitations as our strengths and limitations as decision makers and generallydecision makers and generally

Sabbath wisdom.Sabbath wisdom.– The Sabbath commands us to refrain from The Sabbath commands us to refrain from

working on the Sabbath but also to “keep it working on the Sabbath but also to “keep it holy” (Dt. 5:12)holy” (Dt. 5:12)

– The Hebrew term for holy, The Hebrew term for holy, kadoshkadosh, derives , derives from the root meaning to cut off or from the root meaning to cut off or separateseparate

What Doing God’s Work What Doing God’s Work Consistently RequiresConsistently Requires

That which is holy, then, is that which is cut That which is holy, then, is that which is cut off or separated for God’s purposes from that off or separated for God’s purposes from that which is not holy (the temple, the nation, which is not holy (the temple, the nation, etc.)etc.)

There is wisdom in keeping the Sabbath day There is wisdom in keeping the Sabbath day itself holy (i.e. separated from the other days itself holy (i.e. separated from the other days for God’s purposes, to be re-created in God for God’s purposes, to be re-created in God with others)with others)

And in keeping Sabbath moments during And in keeping Sabbath moments during other days, moments separated from the other days, moments separated from the busyness of it all to recall God’s larger busyness of it all to recall God’s larger designs and purposesdesigns and purposes

Prayerful best wishes as you Prayerful best wishes as you return to the “holy ground” return to the “holy ground”

on which you do God’s work!on which you do God’s work!

Dimensions of Values-Based Decision Making: Context, Engagement, Leadership, Process and Sustenance...

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