Spiral dynamics: the layers of human values in strategy

Strategies often go awry because organizational leaders are not fully aware of the values held by its members. No matter how brilliant the analysis that underlies a strategy, it is the people - from the board room to the factory floor - who must understand and implement the strategy. That only happe...

Full description

Saved in:
Bibliographic Details
Published in:Strategy & leadership 2000-01, Vol.28 (1), p.4-12
Main Authors: Cowan, Christopher C, Todorovic, Natasha
Format: Article
Language:English
Subjects:
Corporate culture
Employee involvement
Equilibrium
Leadership
Loyalty programs
Motivation
Organizational behavior
Strategic management
Studies
Values
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Strategies often go awry because organizational leaders are not fully aware of the values held by its members. No matter how brilliant the analysis that underlies a strategy, it is the people - from the board room to the factory floor - who must understand and implement the strategy. That only happens when the strategy fits their values. Values matter. Ethical decisions and actions are based on values. The authors present a psychological theory that describes three levels of values: surface values, hidden values, and deep values, and explain how these values affect an organization's leaders and followers as they pursue their mission.
ISSN:1087-8572
1758-9568
DOI:10.1108/10878570010335912