Our bookmarks on this topic are also at pinboard.in/u:unison/t:values/
From strategy+business: Meg Wheatley, an expert on innovative leadership, warns that too many companies are reverting to fear-driven management. Instead, executives should hold to their values and build healthy corporate communities.
From Garr Reynolds: Steve Jobs had a talent for identifying what was important and what was not, and having the courage to toss what he felt was the nonessential. We see this reflected in the Apple line of products and in the Apple retail stores, and we also see it in Apple's branding and all aspects of their marketing communications. But there was a time when Apple had gotten away from its roots and away from simplicity and clarity, not only in terms of its marketing but in terms of its products too. It took Steve Jobs coming back in 1997 to get the Apple brand back on track after years of neglect. This seven-minute clip below is from an internal presentation that Steve gave in Cupertino to his employees not long after he returned to Apple in 1997. If you are even remotely interested in business or in marketing an organization or cause of any kind in which you truly believe, you need to see this short talk.
From Bruce Jones at Disney Institute: Tracks how Disney sets expectations for employees from even before day one, and then follows through with training, reinforcement and rewards to keep the "cast" operating smoothly. For example, in describing the hiring processes at Disney, they acknowledge that the company culture may not be for everyone, and that it is in fact better to give potential employees the chance to self-select out before entering into the company.
From Bret Simmons: Covenant relationships are forged with purposeful promises. All parties in the covenant are motivated to keep their promises not only because they share passion for a cause, but also because they deeply value and appreciate the interdependent posture of the covenant. When promises are strained, covenant encourages restoration instead of recourse.
From NPR: Ira Flatow talks with scientists and philosophers Sam Harris, Steven Pinker, Lawrence Krauss, Simon Blackburn about the origins of human values, and the influence of modern scientific thought on human values. Even if science can shape human morals, should it? Or does science bring its own set of preconceptions and prejudices to moral questions?
From Mary C. Gentile, Ph.D. at ChangeThis: Instead of asking and answering the questions ‘what is ethical?’ or ‘whether it's possible to be ethical at work?,' what if we asked ‘how can we successfully voice and act on our own values?’
From Rosabeth Moss Kanter: Many organizations have statements of mission and values. Unfortunately, most of them sound alike. Who could quibble with the importance of “respect” or “customer focus”? Values statements can seem like passive decoration for walls and the Web, easily ignored. And the words don’t really tell anyone what to do in any specific sense. But that doesn’t mean that values don’t matter. In organizations that I call “supercorps” — companies that are innovative, profitable, and responsible — widespread dialogue about the interpretation and application of values enhances accountability, collaboration, and initiative.