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Validity of Values

It is very important for the understanding of the guiding process ‘Interaction Patterns’ (team dynamics), the guiding process ‘Social Complexity’ (organisational dynamics) as well as the term ‘organisational culture, to distinguish between the pattern form ‘values’ and the pattern forms ‘rules’ and ‘norms’. All three generate their validity very differently and serve different functions.

The (real) values of a team or an organisation can be recognised by the fact that, in the decision-making conflicts between the different values, they are clear which value takes priority over the other. If the value ‘speed’ (=adhering to the deadline) is in competition with the value ‘quality’ (keeping to the promise about the product) and both are not possible, then the team, as well as an organisation, needs a prioritisation about which value is now more important. When one team member resolves the conflict in the direction of speed and the colleague does the reverse, then dysfunctional conflicts and poor results arise.

Thus, it is an essential characteristic of the guiding process ‘Interaction Patterns’ and of decision-making premises to ensure a fundamental, concordant and coherent procedure about value prioritisation.

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