The case studies

Company A

1. Programme objectives

To develop improvements in effectiveness as measured

by perception of team communications, openness in

discussions and greater degrees of trust and sharing,

and improved effectiveness in dealing with client

cases by having a greater understanding of individual

differences and stages of value system development.

More specifically, to develop:

self-awareness through an appreciation of individual

differences;

awareness of others through an appreciation of

multiple perspectives;

knowledge of a range of psychological models (including

value systems) affecting human behaviour;

ability to apply the above to helping others (external

clients) in specific difficult circumstances

through case studies;

ability to apply the above to further internal development

of the group working together as a team.

2. Delivery style

The delivery consisted of eight one-day workshops.

Each was informal and held at the groups premises in a

common-room environment seated on small sofas in a

circular arrangement with the workshop deliverers sitting

as equal members of the group. There was little

presentation material, mostly hand-drawn on a flipchart

supported by a few handouts. The underlying

motive of the sessions was to help the group to apply

the initiative content externally to their clients, often

prejudiced individuals and groups in society, and

themselves. Contribution of existing expertise from

group members was actively encouraged as each group

member played an equal role in the learning process.

No judgment was made of any different perspectives

held by any of the group members and all points of

view were respected and considered valid.

3. Content

The programme content consisted of a series of workshops

exploring Myers Briggs personality dimensions;

aspects and models of personal motivation including

Maslow, McClelland and motivation models from Neuro

Linguistic Programming (NLP); and latterly Graves

Value Systems and their application to participant selfassessment

and personal growth and client case studies.

The material was presented as being an optional perspective

on the subject and not the definitive answer, essentially

consistent with a subjectivist relativistic philosophy.

Ideas, principles and models were put forward as discussion

points and explored through interactive conversation

among equals such that each member of the group

determined their own perception of the meaning of the

materials.

Company B

1. Programme objectives

To develop improved business performance through

better understanding and effectiveness of communication

processes, self-management, self-motivation and

personal awareness and leadership styles for running

the business, and dealing effectively with employees

and getting the most from them.

More specifically:

building rapport and developing relationships with

customers and employees;

understanding perception and reality and seeing

multiple perspectives;

dealing with awkward conversations;

directive vs coaching styles of leadership;

individual differences, self-motivation;

personal prioritisation and time management;

styles of leadership;

empowering and motivating others;

influencing, delegating and coaching.

2. Delivery style

The delivery consisted of three one-day sessions in

which the atmosphere was open and relaxed and conducive

to self-disclosure. Delivery style was generally

semi-formal set by smart-casual office-wear and delivered

off the companys premises in a comfortable

hotel training room arranged with horse-shoe table

and seating plan. Training material was presented

largely using PowerPoint supported by flipcharts for

capturing discussion points. Materials were delivered

using a range of styles including experiential activities,

taught theory, group discussions and reviews.

The underlying motive of the training sessions was to

improve individual and group performance and,

therefore, overall business performance.

3. Initiative content

The content was delivered under a range of philosophical

styles from the objectivist one right answer to

modernist contingent theories focused on finding the

best way and postmodern relativistic material allowing

each person to define their own way. The content

itself can be seen from the bullet point objectives above

and included principles of leadership taken from contingency

theory, transformational leadership, situational

leadership and principles of coaching,

empowering and employee engagement as means of

gaining improved employee and, therefore, business

performance.

Summary

This case study has shown support for the concept that

value alignment can play an important role in whether

change initiatives are accepted or not by members of

an organisation. The case study also shows that the

Graves ECLET-based methodology is a potentially useful

tool for determining an organisations value system

and ensuring that the values which underpin all elements

of the approach to change the objectives, content

and delivery style are aligned with it.

Questions

1. What are the main differences between the value

system of Company A and that of Company B?

What factors might account for the difference?

2. The Company A and Company B change initiatives

were directed at developing individual and

team capabilities. How might value alignment be

used in other change situations?

3. Other than value systems alignment, what other

factors might affect the success of a change

initiative?