Most companies put values statements on their websites and in their annual reports, but as recent scandals and financial crises have shown, the practice of values is dying in organizations. Edward Freeman and Ellen Auster argue that the problem is values are imposed from the top down and offer a process for involving employees in values creation through ruthlessly honest organization-wide conversations.
Studies have consistently shown that employees are deeply cynical about corporate values statements. (Enron had a great one.) The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that most companies' values are handed down from on high with no employee input. This practically invites disconnects between intention and reality-and the results are disengagement, lower productivity, less innovation, and even outright corruption.
Freeman and Auster here offer a process, Values through Conversation, that makes values living, dynamic, and evolving, not just static words nobody really believes in. Based on scrupulous research and experience, VTC gives employees a safe space to speak honestly and freely about what's happening in the organization, what is important to them, and what values would have real meaning and impact. The book focuses on four core values areas: introspective (who we are), historical (what we've stood for), connectedness (how we lead and work together), and aspirational (why we do what we do), offering questions, exercises, and examples for developing values in each area. VTC allows companies to explore and create values authentically, not impose them from without.
