Company Core Values and their Role in Workplace Conflict

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As humans, we’re constantly searching for common ground to connect with others. Core values help us do that with a shared, organizational ethos that relates to people both as individuals and team members. Similarly, a business’s core values can also set the tone for professional relationships in the workplace.

That’s why it’s important to not only have them, but to discuss, implement, and understand them in a way that works for everyone.

But how can you ensure your company’s values also complement the personal values of so many unique individuals? The short answer is you may not be able to—and that’s where conflict resolution practices come in.

Company core values can be interpreted by employees in one of two ways: either they’re made to feel othered and unappreciated, or they’re able to understand and respect each other’s differences with open discussion. Here’s how you can open the conversation to help make company values work for you and your team:

Look for Shared Values

Company core values have lasting implications both within and beyond the workplace. Be sure to ask yourself how each one could clash with varying individual backgrounds, and what could be done to compromise them.

Start by considering the most universal definition of each shared value and how they align with company culture.

-        How are they reflected within your company’s social norms?

-        Are any lacking in your team’s professional performance?

-        Do they foster an inviting, productive atmosphere?

-        How do they inform the day-to-day process of a team?

Use these answers to inform how you might more clearly define them. Then, you can explore how they relate to others in more concise language.

 Set Clear Expectations

You can ensure others act in accordance with company values by clearly defining them. Whether you’re a manager or team member, setting a standard of what each core value means to you helps others “speak your language.”

·        Many accepted common values come with varying definitions. Popular core value words-like promptness, reliability, and ownership-are vague enough to be understood differently by each worker. That’s why it’s important to give them context.

·        For example, two team members can value promptness, but with slightly different understandings of what it means. One person might interpret promptness as 5 minutes early, while another may show up exactly on time or be a few minutes late. Without setting clear expectations, they may both feel as if the other doesn’t share or respect this value—when really they do!

When it comes to helping others understand our values, the most efficient practice is often to spell it out rather than make assumptions. Always be clear about what a work term or practice means to you, and don’t be afraid to ask others to do the same.

 Show, Don’t Just Tell

Demonstrate your company and personal values with action rather than words, so your team members are more likely to understand and echo them. That means simply living up to the expectations you’ve set for yourself at work.

If you value dependability, make sure you make time to assist your team. If you want your team members to maintain efficient, orderly workspaces, then yours should be the perfect model.

This may sound obvious, but remember living your values also means taking accountability when you’ve fallen short on one. It’s the most difficult part—but often the most important! Just remember to always address your mistakes before returning to business as usual, and keep communication open for further input.

 Talk it Out!

As with all conflict resolution, core values misalignment can be compromised with thorough, open communication.

At the organizational level:

·        Establish channels. Existing and new team members alike should feel comfortable asking questions about their company’s core values. This is generally up to management, who can highlight the importance of communication through consistent sharing in company chats, emails, and meetings. All team members then have the chance to talk about core values often and in the right context frequently—not just when an employee starts work.

At the one-on-one level:

·        Look for clues to connect. Pay attention to others’ main points in conversation, then be sure to address those in relation to your own core values.  

 Start the Process

Need help getting started or setting a clear example? ONE EIGHTY offers team standards seminars to help teams and individuals connect on a shared level of understanding. Our seminars can help your business maintain a culture of comprehensive core values, too, whether you’re just getting started or looking to improve. Learn more!