Values as a Decision-Making Tool: Part II
Whenever a tough situation presents itself, reflecting on shared values has been an essential practice for many of the collaborations that we’ve worked with. A group may be struggling to choose the right chair for a committee, debating the best strategy to implement, navigating a conflict between members, or deciding whether to advocate for a policy issue. Whatever a group is facing, checking the proposed options against shared values is a great way to narrow down solutions and identify a path forward.
Before using values as a decision-making tool, a collaborative group needs to create a set of shared values, those which everyone holds in common and that you collectively agree will be important to achieving the group’s vision. This can feel like a daunting task, as Tim pointed out when he mentioned a recent comment from one our partners, “Good luck finding common values among these two groups”. On the surface, it may seem like groups or individuals have wildly different values, mindsets, and beliefs. In a year of elections, we’ve heard a lot of “us vs them” rhetoric. While this may be true in some ways, as we dig deeper, we often find that we have much more in common than we assume, even around the most complex of problems.
So, what is the process for developing a set of shared values? There is no one way to do this, but we’ll share one set of possible activities. Getting from Step 1 to Step 5 may happen in one longer meeting (if you are lucky enough to have that time) or could take a few meetings to get through. Don’t rush the process!
Step 1 - Setting the Stage
At Liminal Collaboration, we’re big fans of connection activities. I’ve seen the looks of trepidation in many people’s eyes, as we announce questions like, “Tell us about a third space that you loved growing up”, “Explain a time when you took a big risk that paid off”, or the wildly popular, “What’s your favorite Chex Mix piece?” (rye chip all the way!). These questions are designed to build trust, show a personal-side in a professional-heavy world, and help us get to know each other better. But they can also intentionally warm people up to the conversation that is about to happen.
So, when you first broach the topic of values, consider a connection question that gets people thinking about what’s important to them. Like “Why is it important that I’m here?” or “What would it mean to our community if we addressed this problem?” or “Describe a time when you stood up for what you believed in”. Whether you are facilitating a meeting or not, taking time for such activities as a first agenda item during a gathering is guaranteed to be time well spent.
Step 2 – What are Values?
“Values” are a person’s principles or standards of behavior; one’s judgement of what is important in life, according to the dictionary. Start your conversation about values by defining the term to ensure that your group is all on the same page. Values are personal, and our personal lists will be quite long and there will likely be differences between us. However, there is no doubt that we can find overlaps and values that we share, specifically as they relate to the shared concern or opportunity that we have all come together to address. Encourage everyone to start with an open-mind.
Ask others to share examples of values, such as integrity, honesty, transparency, equity, fairness, etc. Then provide examples of core values that other collaborative groups have agreed upon. This may get the creative juices flowing and help people understand what this may look like in reality. Share a few examples, so that no one gets stuck on the values listed in any one example. Ask the group for other examples that they may have.
We’ll share some examples of our own in case you get stuck!
Step 3 – Brainstorm Core Values
Personal reflection: Have the collaborative group consider how they should interact with each other and with community members, specifically those most impacted by the issue. What are the values behind these behaviors? Have each person jot down as many values as they can think of. Have people write them on individual post it notes and put the notes on a big board or wall in the front of the room.
Break the room up into groups of 3 (this can change based on how many people are in the room), review the board, and as a small group, choose 5-7 core values that resonate with everyone (as you think about your collective work).
Then, have switch up small groups, merge ideas, and again aim to discuss 5-7 core values that rise to the top. End with each group reading their list of values out loud and posting them on the wall. This is a good stopping point for a first pass; letting everyone know you’ll revisit them again in the near future.
Ask for feedback on how the process went, what felt right, as well as any outstanding concerns.
Step 4 – Narrow and Refine
The facilitators should take time to analyze the results of the activity, find common themes, reflect on the discussion and begin to consolidate the results. What remains after the initial activity may still be a longer list than you’d like (3-5 values seems to be a common and manageable number, but we’ve seen up to 10). Present the list and consider repeating the above exercise to further narrow down your list. You may go into the final step with a longer list, and a few may naturally fall off or you may be able to consolidate. Regardless, there is not a magic number and be open and pay attention to what feels appropriate for the full group.
Step 5 - Defining Core Values
Once the list is almost fully codified, you will need to create definitions for each value that everyone can agree upon. This doesn’t mean pulling out the dictionary, but it does mean settling on what the value means for the context and the group.
Assign people to small groups to each take a lead in defining the values. Ask the following questions and select someone to document the conversation.
What does this value mean to you?
What does it look like in action?
How would you define it?
Each group then shares highlights of their discussion and shares notes with the facilitator.
This activity may need to be repeated, trading values with other groups, and having others refine the definitions until everyone is agreeable. The facilitator will likely need to present definitions for feedback in the near future.
There is no one size fits all approach to developing shared values, and every collaboration is unique. We broke it down in order to simplify, but it is not difficult nor should it take a lot of time. Follow a process that feels appropriate, and make sure that everyone can contribute, while working toward agreement. Values that are not developed and agreed upon by all are simply mandated rules that undermine the whole point in the first place.
Remember, the process is just as important as the outcome. And feel free to use this process in your own living room as well! 😊
Footnote: This is the second in a three-part series on Shared Values in Decision Making. The FIRST ARTICLE shares the benefit of using values as a decision-making tool in personal, professional, and community lives.