Art. on Values/Ethics Model

Short Explanation of Our Values Construct

For any organization, its governing board, its leaders and its employees, the importance of values and ethics and an effective construct or system that captures all the key ingredients of the organizational value system cannot be over emphasized. Well-defined values, effectively and consistently promulgated and executed, are vital to a healthy organization. They establish the plumb line against which the organization measures its behavior and the behavior toward which it strives. Its desired behavior, in this context, determines its vision (what kind of organization it wants to be). Its vision, coupled with its desired behavior, determines its style. Its style is an important part of its culture and is what its employees and the public see. If values are vague or unstated, the vision is incomplete and inadequate, and the organization will wander in its behavioral style and probably even its basic day-to-day ethics. With such wandering it will invariably get into trouble, even possibly serious trouble.

We have come to the conclusion that virtues or values (including ethics) are, at root, a system of interrelationships or interdependencies. We cannot pick and chose certain ethics/virtues and successfully ignore others, assuming the ones we cherish will stand independently. Therefore, it is a misconception that virtues or ethics are simply a list (as so many books lead us to believe). Virtues, and ethics relate to and augment each other. Virtues are blends or syntheses of other virtues, interdependent upon one another.

Unlike our mental models rooted in Greek thought that are generally bi-modal, with balance seen as the virtue, hubris as the failure, this system or model, is tri-part, based around a core set of three fundamental values or virtues. They are core values or virtues in the sense that all others seem to grow from them. This occurs when the core values or virtues are synthesized or blended with each other. The three cardinal points, the core virtues, of the model are to be held firmly and in marriage or synthesis with each other (a slightly different concept from balance). When that is done the model reveals an unfolding flower of personal and organizational attributes that surprises with its comprehensiveness, complexity, beauty, and effectiveness or power for what we deem success by any definition. They seem to constitute a triad from which all others derive and depend.

These three core, or fundamental, virtues, when placed in relationship to each other as a triad, are 1.) Rectitude or integrity, 2.) Loyal or committed love or caring (or loving loyalty, or caring loyalty), and 3.) Humility. The second of these virtues (above) is not simply caring or compassion but has within it the ingredient of commitment or loyalty. The English language doesn't have a precise word for it but we accept and understand it in our relationships. This value is particularly important in forming the secondary virtue, below, of trustworthiness, which takes both committed caring and integrity to stand.

The secondary virtues, derivative from the fundamental three virtues, hang on a framework of interrelationships resting on the core set. None of the others exist if a key fundamental virtue is lacking, upon which it depends.

There is a character “driver” at the heart of the system; knowledge is not enough. The courage to do it is vital, whether it is doing what is right (integrity), admitting one is wrong (humility), or caring when ignoring would be easier (caring loyalty). Furthermore, one’s attitude (and world view) is vital to one’s response. Even the acceptance of the very idea of ethics or values depends on attitude. Attitude is the soul’s barometer; "Your want-to has to want to."

There are values that are closely related- closely associated - to each of these core virtues - for example, thoughtfulness, courtesy, kindness to caring/love; forgiveness, thankfulness, respect, and listening to humility, and truthfulness, excellence, diligence to integrity.

As these values are placed in synthesis with each other, other values emerge, much as new chemicals with their own characteristics are created from simple atomic building blocks. The secondary emergent virtues have there own characteristics.

For example, trustworthiness emerges from blending integrity and loyal caring; trust requires both integrity and loyal caring. A magnanimous spirit or generosity emerges from the blending of loyal caring and humility, and restraint of strength (humble effectiveness or meekness) emerges from blending humility and rectitude. The diagram below illustrates this effect. Combining others, we discover such values as teachability, temperateness, equity, nurturing, sharing, etc.

Even within the triad other virtues emerge; for example, placing restrained strength in synthesis with caring produces gentleness. Studies show that the three key attributes for team performance are components of the secondary virtues, effectiveness, sharing, and trust, (derived from committed caring and honesty).

The value system, that constellation of virtues by which the organization measures its behavior and toward which it strives, must be established at the top, by the CEO and insisted on, sustained and supported by the Board. The behavior must be emulated to the best of the CEO's ability, (and the model accommodates mistakes as well, provided they are admitted; any good model must recognize the capacity for human failure and provide for improvement). In our experience, it is either lack of integrity, greed, or arrogance (or both) that most commonly brings CEO’s and their organizations down, all violations of the core values.

The board and leadership will always have the responsibility for maintaining the ethics and value system it believes in and desires for the organization. Employee turnover, forgetfulness, and the shear passage of time all contribute to a sort of second law of the thermodynamics of organizational value/ethics systems, their dissolution or dissipation. Only Leadership can ensure their maintenance. No one else will. If Management fails that, the organization will slide backwards, and its speed of deterioration may be surprisingly rapid.

James Bradley, The author of the best selling book on Iwo Jima, Flags of Our Fathers, made the comment during an interview with Charlie Rose (6/6/00) that the Iwo Jima Marine War Memorial plaque states, “Uncommon Valor was a Common Virtue,” and that his initial search started with studying the valor displayed. But during his research it dawned upon him that he “was looking at the equation from the wrong end."

"It was common virtue that resulted in uncommon valor.” These young men had been raised with common virtue and they displayed uncommon valor when called upon.

May it be true of you and your organization.