On the Characteristics of Personal Values

On the Characteristics of Personal Values

Every employee of an enterprise or organization has formed different values because of the difference of "growing background", which is personal values. It also includes core values and classified values. One of the most important tasks in corporate culture construction is to minimize the differences in personal values among employees. Therefore, it is necessary to understand the characteristics of personal values. Here are some related materials I shared for your reference.

According to our research and practice, personal values have the following four main characteristics:

1. Recessive enterprises generally take the initiative to disclose their values for the needs of publicity and management, and make use of all occasions and opportunities to publicize. On the contrary, employees of enterprises generally do not actively disclose their values; I will not rashly understand other people's values. There are two possible reasons. First, personal values belong to personal "privacy". Out of self-protection, employees are unwilling to show it unless required by the organization. Second, personal values have been internalized into the subconscious, and it is not easy to express clearly in words at the level of consciousness. Only under certain circumstances (such as disasters) will it be exposed. In 2005, four southern States of the United States were hit by hurricanes and floods, and some people took advantage of the chaos to rob and commit adultery, completely exposing the hidden robber values of some people in seemingly highly civilized American society who ignored the law and morality. An article wrote: "After the disaster in New Orleans," mobs "took advantage of the disaster to rob shops, and the government had to send troops to maintain order. This situation has greatly reduced the image of "high-quality people" in the United States, and polite social scenes in the disaster have always stayed in American blockbusters. The hurricane hit the city of a country with the richest religious belief, which seemed to become a hell on earth overnight, not only in terms of living standards, but also in terms of social conditions. Wang Yang caused by the storm and the smoke caused by arson in the city are intertwined, which makes people sigh that the retrogression of civilization and barbarism can also happen in an instant, and morality and order are no more stable than streets. "

2, differences As the saying goes, "One kind of rice raises thousands of people", the difference between people mainly lies in ideas, that is, values. A person's ideological realm and taste can be measured from different value orientations. French writer romain rolland's values are "career, friendship and love are the three pillars of life". The values of the Hungarian poet Petofi are "Life is precious, but love is more expensive. If you are free, you can throw both. " For thousands of traditional people in Qian Qian, "health, happiness and carrying on the family line" may be their basic values.

Our training course has designed an interactive content with the theme of "Disaster Meets the Truth". Suppose you travel by boat with a group of people, each with four bags of luggage, namely "career", "love", "money" and "health". In case of a storm on the way, the ship will sink at any time. The captain ordered everyone to throw one of the bags into the sea within one minute. Counting the choices of hundreds of people who participated in the activity, the luggage that was thrown away was:

Career 4% health 0%

Love 8%, money 88%

The game continues: when the storm passes and the ship arrives in Hong Kong safely, everyone is exhausted and can only choose one piece of luggage to go home. 59% people chose "health".

This shows that these people have some differences in personal values, but they also have mainstream values, that is, "health" is the most important and "money" is the least important in the face of disasters. The starting point of corporate culture management is to recognize the differences of values first, and then discover and form positive mainstream values, which is called "seeking common ground while reserving differences".

3. Stability The formation of a person's values does not happen overnight. Basically, it has to go through a process of "cognition-self-evaluation-selection-reinforcement-internalization". Once a certain value is formed, it is difficult to change and it is in a relatively stable state. Psychological research shows that when people grow up to 17 years old, their minds are basically mature and their world outlook is basically formed. In other words, basically stable values have been formed. Therefore, in order to change the personal values of enterprise employees, what is most needed is patience and careful planning of some "events", so that employees can gain new knowledge in participation, re-evaluate their original values and make new choices. In order to prevent the repetition and fluctuation of values, planned "events" need to be repeated and strengthened. Only in this way can the newly established values of employees be strengthened and internalized and enter a stable state.

Generally speaking, the stability of core values is relatively large, in other words, only values with considerable stability can become individual core values; The stability of classification values can be large or small. It is not easy to change core values. As the saying goes, "a leopard cannot change his spots" and the cost of transformation is too high. Therefore, to measure whether an employee's personal values are consistent with the enterprise is mainly to examine his core values.

4. The stability of plasticity value is relative, which may change with the passage of time and the change of environment, especially after some events. In fact, the process of everyone's growth is a process of continuous construction and self-correction of their own value system. The recruitment age of the PLA is set at 18-20 years old. In addition to considering that this age group has the best physical strength, another important consideration is that its values have great plasticity, which is conducive to ideological and moral education. As the old saying goes, it takes a hundred years to grow trees and ten years to cultivate people. The shaping of values cannot be achieved overnight. It is absolutely impossible to mold an employee to be basically consistent with corporate values within three to five years, and it usually takes 5- 10 years. Unfortunately, there is a very common phenomenon in enterprise practice. Those old employees who have been molded for many years have gradually become "smooth" and it is difficult to accept further molding. Therefore, when the corporate culture (values, rules and regulations, etc. ) Need to change, they are often the biggest resistance. There are two kinds of fate for this kind of person, either accepting the reform actively or keeping pace with the times; Either be opinionated, passively finish class, or even be swept out of the house.

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