Giving Voice to Values - a different way of thinking about ethics (skill-based) 1. Starting premise: Most of us want to act on our values AND want to feel like we have a reasonable chance of doing so effectively and successfully. 2. Research tells us that there is consensus - even across cultures - on core values: a. Finding 1 (R. Kidder): honesty, respect, responsibility, fairness, compassion. b. Finding 2 (M. Seligman): wisdom, courage, humanity, justice, temperance, transcendence. c. Note 1 (M. Gentile GVV): Acting on our values is context-specific, particularly across cultures. 3. Can we develop skills to voice and implement our values in the face of countervailing pressures in the workplace? The 7 Pillars of GVV provide an action framework for us to Give Voice to Values 1. VALUES - Know and appeal to a short list of widely shared values. In other words, don't assume too little - or too much - commonality with the viewpoints of others. 2. CHOICE - Believe you have a choice about voicing values by examining your own track record. Know what has enable and disabled you in the past, so you can work with and around these factors. And recognize, respect and appeal to the capacity for choice in others. 3. NORMALITY - Expect values conflicts so that you can approach them calmly and competently. Overreaction can limit your choices unnecessarily. 4. PURPOSE - Define your personal and professional purposes explicitly and broadly before conflicts arise. What is the impact you most want to have? Similarly, appeal to a sense of purpose in others. 5. SELF-KNOWLEDGE, SELF-IMAGE, AND ALIGNMENT - Generate a "self-story" about voicing and acting on your values that is consistent with who you are and that builds on your strengths. There are many ways to align your unique strengths and style with your values. If you view yourself as a "pragmatist", for example, find a way to view voicing your values as pragmatic. 6. VOICE - Practice voicing your values in front of respected peers, using the style of expression with which you are most skillful and which is most appropriate to the situation, and inviting coaching and feedback. You are more likely to say those words that you have pre-scripted for yourself and already heard yourself express. 7. REASONS AND RATIONALIZATIONS - Anticipate the typical rationalizations given for ethically questionable behavior and identify counterarguments. These rationalizations are predictable and vulnerable to reasoned responses. Part I Recall a time in your work (or school) experience when your values conflicted with what you were expected to do in a particular, nontrivial decision and you DID speak up and act to resolve the conflict. Consider the following four questions. 1. What did you do and what was the impact?

2. What motivated you to speak up and act? 3. How satisfied are you? How would you like to have responded? (This question is not about rejecting or defending past actions, but rather about imagining your ideal scenario.) 4. What would have made it easier for you to speak/act? Things within your own control Things within the control of others Part II Recall a time in your work (or school) experience when your values conflicted with what you were expected to do in a particular, nontrivial management decision, and you DID NOT speak up or act to resolve the conflict. Consider the following four questions and write down your thoughts and brief responses: 1. What happened? 2. Why didn't you speak up or act? What would have motivated you to do so? 3. How satisfied are you? How would you like to have responded? (This question is not about rejecting or defending past actions, but rather about imagining your ideal scenario.) 4. What would have made it easier for you to speak/act? Things within your own control Things within the control of others.