Readings over the past few weeks from CALS 505 have encouraged me to think critically about the power of carrying values throughout our work, especially in navigating large institutions. As Brown notes in Dare to lead: Brave work. Tough conversations. Whole hearts, “If we do not have clarity of values, if we don’t have anywhere else to look or focus, if we don’t have that light up above to remind us why we’re there, the cynics and critics can bring us to our knees” (2018, p.185-186). Within large institutions especially, I have found that the specific culture of the team/department you are on can vastly impact an individual’s perception of values.
In reviewing last week’s materials, I was reminded of a previous situation where I experienced the consequences of a lack of values within an institution. At a previous job, I had worked to try and make our payment processes more equitable. As you may imagine mapping out the various policies and procedures involved was incredibly complex and time consuming. What we found, however, was that the challenge of mapping the system and identifying solutions paled in comparison to the challenge of addressing departmental cultures and values. After an entire year of consultations and various written recommendations and reports, the piece which ultimately stalled our progress was a culture which was devoid of a higher sense of values and instead stuck on following procedures, even when they made little sense. There was no willingness to act with the purpose of being innovative, or to improve how we engaged with external stakeholders.
Page discusses this within her article entitled, Public leadership: Navigating leadership challenges and operating in service of the common good in an interconnected world, reflecting that “In our world today, once you move beyond the rule of law and the policies, codes of conduct, and standards that guide the actions of our public servants, there remains a potential for innovation and creativity” (2016, p.123). This willingness to be creative and move beyond the confines of procedures in order to serve a higher purpose was lacking within the departments involved, as was the capacity to be innovative and improve the way things had always been done. Having now had the opportunity to learn about what it can look like to improve values and culture within an institution, there are a few key points which, if I had the opportunity to return to this challenge, I may apply in practice. Of note is a key point from Stallard and Pankau, who explain that “Human value is present in a work environment or culture” when “everyone understands the basic psychological needs of people”, “appreciates their positive, unique contributions, and helps them achieve their potential” (p.19, 2008). If management had considered the time, support and space employees needed to be innovative and achieve their full potential, I think we would have had far greater success. Further, if staff realized the needs of those they were interacting with and the impact one simple financial interaction had on their life, there likely would have been far greater success in implementing new measures and a willingness to improve.
Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House. Part 2: Living our values (pp.185-217)
Page, M.B., (2016). Public leadership: Navigating leadership challenges and operating in service of the common good in an interconnected world. International Journal of Public Leadership, 12(2), 112 – 128.
Stallard, M.L. & Pankau, J. (2008). Strengthening human value in organizational cultures. Leader to Leader, 47(Winter), 18-23.