Values and Reasoning based on Protocol
Personal values are subconscious in nature and carry an unknown weight or place marker on our decisions. Our values were developed throughout our lives as children, laborers, professionals, religion and society. They are our philosophies, thoughts, and our feelings. We value many of life’s happenings both objectively and subjectively. Within our personal structured value system we make daily routine decisions based on what we know and how we feel. We gauge what we should eat, how we should get to work, and/or whether or not we are satisfied with ourselves. Personal values are generally operating in the background. You just know intuitively what you like and dislike and decide accordingly (Thum). But how do our values influence our professional life in a business environment?
Personal values can either be very effective or very ineffective in a business environment. Business protocols are guidelines for employees and policies, and are designed to build on the corporate infrastructure. Logically, our values are intended to be met with resistance to interpersonal business protocols. We are designed to seek the collaboration of management and personnel to better qualify our corporate decisions. Somewhere in-between we find ourselves arguing a point, stressing our views, and brainstorming our ideas. Interpersonal conflict is something that often occurs in a gathering of people, especially in a high-pressure situation such as the workplace. But maintaining a healthy level of interpersonal disagreement can be important to the success of a business (Anderson). Personally, protocols are the foundation of an organization, but do not make for perfect procedure and/or guidelines. It is our job as professionals to adapt to the environment, while following protocol, in hopes to generate the best decision possible.
At the organizational level, values are viewed as a major component of organizational culture (O’Reilly & Chatman, 1996), and are often described as principles responsible for the successful management of a number of companies (Mitchell & Oneal, 1994). The goals of professionals at a management level are to balance their values in a sense that they can use them wisely in conversation. Not everyone is intended to fully agree with the bottom-line; disputes do occur. But the majority decision is typically the better one. Conflict can exist without disputes, but disputes do not exist without conflict. Conflict, however, might not be so easily noticed. Much conflict exists in every workplace without turning into disputes (Donais, 2006).
Interpersonal business protocols that negatively influence my values are certainly discomforting. As much as I would want to interject and stress my opinion, my understanding of the nature of protocols and its reasoning behind the methodology, will prevent me from further stressing myself out. One scenario that would ultimately influence my values based on protocols would be one that I felt tainted my moral character. I would surely interject and pull away from any decision rights based on questions I felt were morally or ethically wrong, based on my values. Doing what’s right is more important to me than making a buck. In most cases I would use the “Spock” reasoning of basic logic. Although logic isn’t necessarily the most influential in making decisions, it’s the safest and less risky. It truly depends on the situation itself in order to determine what application best suits the protocols. It’s inevitable, in a sense that we all carry values that have been ingrained into our being. But it’s the adaptability of those values that make good reasoning, and strong decisions, that positively influence organizational infrastructure.
Anderson, A. (n.d.). Why is interpersonal conflict important in a business?. Retrieved from http://smallbusiness.chron.com/interpersonal-conflict-important-business-17670.html
Donais, B. (2006, November). What are the sources of workplace conflict?. Retrieved from http://www.mediate.com/articles/donaisB2.cfm
Mitchell, R., & O’Neal, M. (1994). Managing by values: Is Levi Strauss’ approach visionary – or flaky? Business Week, August 1: 46-52.
O’Reilly, III, C. A., & Chatman, J. A. (1996). Culture as social control: Corporations, cults and commitment. In B. Staw & L. Cummings (Eds.), Research in organizational behavior (Vol. 18, pp. 157-200). Greenwich, CT: JAI Press.
Thum, M. (n.d.). Do you know your personal values?. Retrieved from http://www.myrkothum.com/personal-values/