Maximising Your Influence – Utilising Values Systems
The Importance of Values Systems in a Business Context
From time to time we are all faced with people whose actions or attitudes just do not make sense at any rational level. They come over as “difficult” (or stupid) and can cause us high degrees of frustration if we allow them to get to us.
It is a shame that most managers and leaders around the world are not yet familiar with the work of the late Dr Clare Graves. His model is one of the most powerful behavioural technologies available today because it makes sense of our motivations, not only in the business context but also in everyday personal life too. It helps to explain the reasons for behaviour as our individual lives unfold and how the dynamics within teams and organisations can sometimes be challenging or misunderstood.
Benefits of Understanding Values Systems
The model describes the way in which values systems emerge and evolve over time (at individual, team, organisational and cultural levels), and how an understanding of the values which drive our everyday behaviour can enhance any relationship and lead to breakthrough results.
In particular, these insights and practical tools will enable you to …
- Further develop your people management and communication skills, thereby raising the bar in terms of the results you achieve.
- Utilise a powerful model for influencing and managing so-called ‘difficult’ relationships and situations, especially those where there is a long history of traditional approaches failing.
- Understand the reasons why intractable situations or the actions of “difficult” people make perfect sense to the other parties involved and, perhaps even more importantly, how to deal with them.
- Find ways in which you can work with the ‘Values in Action’ as defined by Chris Argyris and Donald Schön (i.e. the values that must be in action to explain why someone does what they do) to achieve breakthrough results without having to agree with them or condone them.
- Maximise your ability to persuade and influence others at a much deeper level, irrespective of their role within the organisation and without prejudicing your own integrity.
It also helps us to …
- Understand how different parts of an organisation can be out of step with each other despite having an apparently common vision.
- Provide new ways to motivate employees, especially those who may appear to be resistant to change.
- Provide insight into how we may need to adapt our approach to each customer to reflect their (often undisclosed) needs
- Understand our own frustration at certain points in our life.
In addition, we have noticed that merely having a detailed introduction to the structure of the model can aid someone to complete their transition into the next level in the system.
To our knowledge, there is no consultancy currently practicing in the UK, offering the same depth of knowledge, expertise and relevancy of this material brought to it by by Ian Ross, Director of Vievolve Ltd. He is one of the few people in the UK to have been working with these concepts, and their commercial and cross-cultural applications, since 1993.
As a business, Vievolve consistently apply this material in ‘real time’ – in negotiation, coaching, business consultancy and meetings’ facilitation scenarios. This means we have extensive experience and practical examples of how the theory works in practise