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Values Clarification Workshop

Values Clarification Workshop. Louis Rowitz, PhD Director. A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP AND APPLICATIONS OF THE CORE FUNCTIONS. LEADERSHIP. TEAM BUILDING. VALUES CLARIFICATION. ASSURANCE POLICY DEVELOPMENT. POLICY DEVELPMENT. EVALUATION. POLICY DEVELPMENT. ASSURANCE.

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Values Clarification Workshop

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  1. Values Clarification Workshop Louis Rowitz, PhD Director

  2. A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP AND APPLICATIONS OF THE CORE FUNCTIONS LEADERSHIP TEAM BUILDING VALUES CLARIFICATION ASSURANCE POLICY DEVELOPMENT POLICY DEVELPMENT EVALUATION POLICY DEVELPMENT ASSURANCE MISSION IMPLEMENTATION POLICY DEVELPMENT ASSURANCE ACTION VISON ASSESSMENT POLICY DEVELOPMENT ASSESSMENT POLICY DEVELOPMENT GOALS & OBJECTIVES

  3. The Big Picture • Culture surrounds all of us • Culture helps us understand how it is created, embedded, developed, manipulated, managed and changed • Culture defines leadership • Understand the culture to understand the agency and the community

  4. A SOCIETY SEPARATED FROM OTHERS BY SPATIAL AND SOCIO-POLITICAL BARRIERS WILL OVER A PERIOD OF T IME DEVELOP A REALATIVELY DISTINCTLVE CULTURE.WILLIAMS, 1951

  5. AT A FORMAL LEVEL Culture is a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, thin and feel in relation to those problems. Edgar Schein

  6. Culture(Hersey, Blanchard, & Johnson, 1996) • Is a set of important understandings that members in a community or agency have in common. • Guides individual and collective behavior. • Consists of basic beliefs, values, and norms. • Influences how decisions are made, the style of leadership and management, and relations and behavior patterns in the organization. • Created through different happenings, rituals and ceremonies, powerful persons, myths and stories • Influenced by the use of material objects and the look and arrangement of physical settings.

  7. FOR THE INDIVIDUAL FACING HIS CULTURE [OR COMMUNITY], INSTITUTIONS ARE A SORT OF MAP OR BLUEPRINT OF THE MAIN OUTLINES AND COUNTOURS OF EXPECTED OR OBLIGATORY CONDUCT.WILLIAMS, 1951

  8. INSTITUTIONS AND THE VALUES REPRESENT ARE CONTINUALLY BEING REINFORCED, MAINTAINED, CHANGED OR DESTROYED BY THE SHIFTING PATTERNS OF HUMAN THOUGHT AND ACTION.WILLIAMS, 1951

  9. A VALUE AN ENDURING BELIEF THAT A SPECIFIC MODE OF CONDUCT OR END-STATE OF EXISTENCE IS PERSONALLY OR SOCIALLY PEREFERABLE TO AN OPPOSITE OR CONVERSE MODE OF CONDUCT OR END-STATE OF EXISTENCE.ROKEACH, 1973

  10. VALUES ARE DISCOVERING WHAT I BELIEVE, WHAT I’M WILLING TO FIGHT FOR, AND WHAT IS IMPORTANT TO ME.CHRIS BARRY

  11. A VALUE SYSTEM IS AN ENDURING ORGANIZATION OF BELIEFS CONCERNING PREFERABLE MODES OF CONDUCT OR END-STATE EXISTENCE ALONG A CONTINUUM OF RELATIVE PERFORMANCEROKEACH, 1973

  12. At every turn we are forced to make choices about how to live our lives. Ideally our choices will be made on the bases of the value we hold.Simon et al 1995

  13. How We Get Our Values • Inculcation and socialization • Modeling • Values Clarification

  14. Values have three components • Emotional • Cognitive • Behavioral

  15. SHARED VALUES SHOW RESPECT FOR DIVERSITY AND AN AGREEMENT TO AGREE ABOUT THE DOMINANT VALUES IN A COMMUNITY.ROWITZ, 1996

  16. POLITICS RELIGION WORK LEISURE TIME SCHOOL LOVE AND SEX MATERIAL POSSESSIONS PERSONAL TASTE FAMILY FRIENDS MONEY AGING/DEATH HEALTH MULTICULTURAL ISSUE CUTLURE ( ART, MUSIC, ETC..) AREAS OF CONFUSION AND CONFLICT IN VALUE

  17. THE PROMOTION OF NON-CONFORMITY LEADS TO THE PROMOTION OF VALUES THAT WORK AGAINST COMMUNITY COOPERATONI. THIS DOES NOT IMPLY THAT CULTURAL DIVERSITY LEADS TO NON-CONFORMITY.ROWITZ, 1996

  18. LEADERSHIP IS TAKING WHAT YOU BELIEVE IN BASED ON YOUR CORE VALUES AND TRANSLATING BELIEFS AND VALUES INTO ACTION.ROWITZ, 1996

  19. SEVEN CULTURAL FORCES THAT DEFINE AMERICANS(HAMMOND AND MORRISON, 1996) • An insistence on choice • The pursuit of impossible dreams • Obsession with big and more • Impatience with time • Acceptance of mistakes • The urge to improvise • Fixation on what’s new

  20. [A VALUE IS] ANY ASPECT OF A SITUATION, EVENT, OR OBJECT THAT IS INVESTED WITH A PREFERENTIAL INTEREST AS BEING “GOOD,” “BAD,” “DESIRABLE,” AND THE LIKE.WILLIAMS, 1951

  21. FIVE ASSUMPTIONS ABOUT THE NATURE OF HUMAN VALUES (ROKEACH, 1973) • The total number of values that a person possesses I s relatively small. • All men everywhere possess the same values to varying degrees. • Values are organized into value systems. • The antecedents of human values can be traced to culture, society and its institutions, and personality. • The consequences of human values will be manifested in virtually all phenomenon.

  22. Nature of Values(Rokeach, 1973) • A value is enduring • A value is a belief • A value refers to a mode of conduct or end-state of existence • A value is a preference as well as a conception of the preferable • A value is a conception of something that is personally or socially preferable

  23. A GROUP RIDEN BY INTERNAL SECURITIES AND TENSIONS.. TEND TO RAISE ITS THRESHOLD OF TOLERATION FOR NON-CONFORMITY.WILLIAMS, 1951

  24. VISIONS ARE MODELS OF SPITTING IN THE WIND IF THEY ARE NOT BUILT ON AN INFRASTRUCTURE OF SHARED CORE VALUES AND COMMITTED LEADERS.ROWITZ, 1996

  25. UNIVERSAL HUMAN VALUES

  26. LOVE TRUTHFULNESS FAIRNESS FREEDOM UNITY TOLERANCE RESPONSIBILITY RESPECT FOR LIFE UNIVERSAL HUMAN VALUES FOR THE 21ST CENTURY

  27. COURAGE WISDOM HOSPITALITY OBEDIENCE PEACE STABILITY RACIAL HARMONY RESPECT FOR WOMEN’S PLACE IN SOCIETY PROTECTION FOR THE ENVIRONMNET HEALTH PROTECTION (ROWITZ) OTHER SHARED VALUES

  28. CORE VALUE OF PUBLIC HEALTHPROMOTE HELATH AND PREVENT DISEASENORMS THAT GUIDE OUR BEHAVIOR • ASSESSMENT • POLICY DEVELOPMENT • ASSURANCE

  29. CORE LEADERSHIP VALUES • CHALLENGE THE PROCESS • MODEL THE WAY • INSPIRE A SHARED VISION • ENABLE OTHERS TO ACT • ENCOURAGE THE HEART

  30. The values that will drive a public health agency include the following (Adapted from Vaill, 1993 by Rowitz) • Personal Values- Reflect the principles of people who work for that agency. • Organizational Values- Reflect the kind of “home” the agency will be for its staff. • Community Values- Reflect the external beliefs of the community in which the agency is located.

  31. The values that will drive a public health agency include the following (Adapted from Vaill, 1993 by Rowitz) • Economic Values- Reflect the agency’s financial bottom line. • Professional Values- Reflect the beliefs that guide the field of public health. • Sociopolitical Values- Reflect the kind of neighbor the agency will be to its external constituencies.

  32. The values that will drive a public health agency include the following (Adapted from Vaill, 1993 by Rowitz) • Technological Values- Reflect how the agency will do what it chooses to do. • Transcendental Values- Reflect what the agency means at its core, its soul, and its practice relative to its external constituencies. • Leadership Values- Reflect the philosophy that guide the leadership practices of the agency and its staff.

  33. HEARD YOU WERE DOING SOME MAJOR REPRIORITIZING…WHAT’S GOT INTO YOU? SEPT. 11

  34. Values Clarification Exercise

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