Values Clarification Workshop
Louis Rowitz, PhD
Director
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A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP
AND APPLICATIONS OF THE CORE FUNCTIONS
IMPLEMENTATION
GOALS &
OBJECTIVES
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LEADERSHIP
MISSION
The Big Picture
• Culture surrounds all of us
• Culture helps us understand how it is
created, embedded, developed,
manipulated, managed and changed
• Culture defines leadership
• Understand the culture to understand
the agency and the community
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A SOCIETY SEPARATED FROM OTHERS
BY SPATIAL AND SOCIO-POLITICAL BARRIERS
WILL OVER A PERIOD OF T IME DEVELOP A
REALATIVELY DISTINCTLVE CULTURE.
WILLIAMS, 1951
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AT A FORMAL LEVEL
Culture is a pattern of shared basic
assumptions that the group learned as it solved
its problems of external adaptation and internal
integration that has worked well enough to be
considered valid and therefore to be taught to
new members as the correct way to perceive, thin
and feel in relation to those problems.
Edgar Schein
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Culture(Hersey, Blanchard, & Johnson, 1996)
1)
2)
3)
4)
5)
6)
Is a set of important understandings that members
in a community or agency have in common.
Guides individual and collective behavior.
Consists of basic beliefs, values, and norms.
Influences how decisions are made, the style of
leadership and management, and relations and
behavior patterns in the organization.
Created through different happenings, rituals and
ceremonies, powerful persons, myths and stories
Influenced by the use of material objects and the
look and arrangement of physical settings.
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FOR THE INDIVIDUAL FACING HIS
CULTURE [OR COMMUNITY], INSTITUTIONS
ARE A SORT OF MAP OR BLUEPRINT OF THE
MAIN OUTLINES AND COUNTOURS OF
EXPECTED OR OBLIGATORY CONDUCT.
WILLIAMS, 1951
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INSTITUTIONS AND THE VALUES
REPRESENT ARE CONTINUALLY BEING
REINFORCED, MAINTAINED, CHANGED OR
DESTROYED BY THE SHIFTING PATTERNS OF
HUMAN THOUGHT AND ACTION.
WILLIAMS, 1951
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A VALUE AN ENDURING BELIEF THAT A
SPECIFIC MODE OF CONDUCT OR END-STATE
OF EXISTENCE IS PERSONALLY OR SOCIALLY
PEREFERABLE TO AN OPPOSITE OR CONVERSE
MODE OF CONDUCT OR END-STATE OF
EXISTENCE.
ROKEACH, 1973
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VALUES ARE DISCOVERING WHAT I
BELIEVE, WHAT I’M WILLING TO FIGHT FOR,
AND WHAT IS IMPORTANT TO ME.
CHRIS BARRY
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A VALUE SYSTEM IS AN ENDURING
ORGANIZATION OF BELIEFS CONCERNING
PREFERABLE MODES OF CONDUCT OR ENDSTATE EXISTENCE ALONG A CONTINUUM OF
RELATIVE PERFORMANCE
ROKEACH, 1973
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At every turn we are forced to make
choices about how to live our lives. Ideally
our choices will be made on the bases of
the value we hold.
Simon et al 1995
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How We Get Our Values
• Inculcation and socialization
• Modeling
• Values Clarification
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Values have three components
• Emotional
• Cognitive
• Behavioral
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SHARED VALUES SHOW RESPECT FOR
DIVERSITY AND AN AGREEMENT TO AGREE
ABOUT THE DOMINANT VALUES IN A
COMMUNITY.
ROWITZ, 1996
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AREAS OF CONFUSION AND CONFLICT IN VALUE
POLITICS
RELIGION
WORK
LEISURE TIME
SCHOOL
LOVE AND SEX
MATERIAL
POSSESSIONS
PERSONAL TASTE
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FAMILY
FRIENDS
MONEY
AGING/DEATH
HEALTH
MULTICULTURAL
ISSUE
CUTLURE ( ART,
MUSIC, ETC..)
THE PROMOTION OF NON-CONFORMITY
LEADS TO THE PROMOTION OF VALUES THAT
WORK AGAINST COMMUNITY COOPERATONI.
THIS DOES NOT IMPLY THAT CULTURAL
DIVERSITY LEADS TO NON-CONFORMITY.
ROWITZ, 1996
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LEADERSHIP IS TAKING WHAT YOU
BELIEVE IN BASED ON YOUR CORE VALUES
AND TRANSLATING BELIEFS AND VALUES INTO
ACTION.
ROWITZ, 1996
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SEVEN CULTURAL FORCES THAT DEFINE AMERICANS
(HAMMOND AND MORRISON, 1996)
1)
2)
3)
4)
5)
6)
7)
An insistence on choice
The pursuit of impossible dreams
Obsession with big and more
Impatience with time
Acceptance of mistakes
The urge to improvise
Fixation on what’s new
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[A VALUE IS] ANY ASPECT OF A
SITUATION, EVENT, OR OBJECT THAT IS
INVESTED WITH A PREFERENTIAL INTEREST
AS BEING “GOOD,” “BAD,” “DESIRABLE,” AND
THE LIKE.
WILLIAMS, 1951
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FIVE ASSUMPTIONS ABOUT THE NATURE
OF HUMAN VALUES (ROKEACH, 1973)
1) The total number of values that a person
possesses I s relatively small.
2) All men everywhere possess the same
values to varying degrees.
3) Values are organized into value systems.
4) The antecedents of human values can be
traced to culture, society and its institutions,
and personality.
5) The consequences of human values will be
manifested in virtually all phenomenon.
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Nature of Values
(Rokeach, 1973)
1) A value is enduring
2) A value is a belief
3) A value refers to a mode of conduct or
end-state of existence
4) A value is a preference as well as a
conception of the preferable
5) A value is a conception of something
that is personally or socially preferable
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A GROUP RIDEN BY INTERNAL
SECURITIES AND TENSIONS.. TEND TO RAISE
ITS THRESHOLD OF TOLERATION FOR NONCONFORMITY.
WILLIAMS, 1951
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VISIONS ARE MODELS OF SPITTING IN
THE WIND IF THEY ARE NOT BUILT ON AN
INFRASTRUCTURE OF SHARED CORE VALUES
AND COMMITTED LEADERS.
ROWITZ, 1996
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UNIVERSAL HUMAN VALUES
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UNIVERSAL HUMAN VALUES
ST
FOR THE 21 CENTURY
•
•
•
•
LOVE
TRUTHFULNESS
FAIRNESS
FREEDOM
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•
•
•
•
UNITY
TOLERANCE
RESPONSIBILITY
RESPECT FOR
LIFE
OTHER SHARED VALUES
•
•
•
•
•
•
COURAGE
WISDOM
HOSPITALITY
OBEDIENCE
PEACE
STABILITY
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• RACIAL HARMONY
• RESPECT FOR
WOMEN’S PLACE IN
SOCIETY
• PROTECTION FOR
THE ENVIRONMNET
• HEALTH
PROTECTION
(ROWITZ)
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CORE VALUE OF PUBLIC HEALTH
PROMOTE HELATH AND PREVENT DISEASE
NORMS THAT GUIDE OUR BEHAVIOR
1) ASSESSMENT
2) POLICY DEVELOPMENT
3) ASSURANCE
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CORE LEADERSHIP VALUES
1)
2)
3)
4)
5)
CHALLENGE THE PROCESS
MODEL THE WAY
INSPIRE A SHARED VISION
ENABLE OTHERS TO ACT
ENCOURAGE THE HEART
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The values that will drive a public health agency
include the following
(Adapted from Vaill, 1993 by Rowitz)
1) Personal Values- Reflect the principles
of people who work for that agency.
2) Organizational Values- Reflect the kind
of “home” the agency will be for its
staff.
3) Community Values- Reflect the
external beliefs of the community in
which the agency is located.
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The values that will drive a public health agency
include the following
(Adapted from Vaill, 1993 by Rowitz)
4) Economic Values- Reflect the
agency’s financial bottom line.
5) Professional Values- Reflect the
beliefs that guide the field of public
health.
6) Sociopolitical Values- Reflect the kind
of neighbor the agency will be to its
external constituencies.
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The values that will drive a public health agency
include the following
(Adapted from Vaill, 1993 by Rowitz)
7) Technological Values- Reflect how the
agency will do what it chooses to do.
8) Transcendental Values- Reflect what the
agency means at its core, its soul, and its
practice relative to its external
constituencies.
9) Leadership Values- Reflect the philosophy
that guide the leadership practices of the
agency and its staff.
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HEARD YOU WERE
DOING SOME
MAJOR
REPRIORITIZING…
WHAT’S GOT INTO
YOU?
SEPT. 11
MARPHLI
Values Clarification Exercise
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