45–60 minutes (15–30 minutes for activity; 30 minutes for discussion and debriefing)
General M–H P, T, D
1. To provide participants an opportunity to identify their own values and to explore value differences
2. To explore the difference in meaning and perception that individuals associate with a particular value
3. To experience both similarities and differences in values among people within the same group
• Values Sets List
1. Introduction: “Each of us has our own perception of what a particular value might mean. If we were to place the values of delegation and control on a continuum, we might be surprised by the discussion that transpires. For some individuals delegation means ‘I will hand over a project and expect the team or another individual to deliver the result.’ For some individuals delegation means ‘I am going to describe the project, assign specific components to the team or individuals, and then set up periodic checks on progress.’ For still other individuals delegation means ‘I will describe a project and I will actively direct team members and/or individuals until we have finished it.’ We all have different comfort levels with delegation and our personal need for control. Our values are often influenced by a variety of factors, such as our degree of accountability for the finished project, our previous experience with delegation, our trust level and past experience with those to whom we are delegating the project, and so on.”
2. Ask participants to stand and form a line facing you.
3. Instructions: “We are going to create a human values continuum with one end representing the need for control and the opposite end, a willingness to hand over the project completely. Where would you fall on the continuum? If you know that you are closer to ‘need for control,’ move toward your right side; to the left, for more delegation. Begin to discuss your preferences with those nearest to you and determine the order that you should fall into along the continuum, based on your preference.”
Address one set of values at a time, using the “Values Sets” list on page 183.
4. Ask participants from each sector of the continuum (left, right, and center) to share their preference and how they determined their placement along the values line. Discussion about previous perceptions of self and others can enrich the activity.
5. Repeat this process for each values set. Use as many as you believe are appropriate.
1. Did you find yourself on the continuum with the same group for most of the values sets?
2. How did you feel about making your choices known to others?
3. Did you have strong feelings about some of the values sets? Why?
4. On the more difficult choices, did you choose honestly or did you feel pressure to alter some of your choices? If so, why?
5. What values made this activity more or less challenging for you?
6. What did you learn?
7. How can you apply what you learned to everyday life?
1. Individual similarities and differences in values are likely to exist within any group.
2. We share some values with most other individuals. These shared values tend to be invisible to us unless we find a way to explore them.
3. Unless someone tells us his or her values, we cannot really know them.
4. Our perceptions of someone operating from a different value system are often negative. We need more information to help us understand his or her point of view.
© Executive Diversity Services, Inc., Seattle Washington, 2002.
Money |
Power |
Time |
Money |
Security |
Risk |
Conformity |
Nonconformity |
Professional Success |
Family |
Individualism |
Group Orientation |
Respect for Others |
Self-Respect |
Tradition |
Change |
Maintaining Harmony |
Resolving Issues |
Leadership |
Follow the Group |
Control |
Delegation |
Competition |
Cooperation |
Success |
Friendship |
Meaningful Work |
Recreation |
Meeting Deadlines |
© Executive Diversity Services, Inc., Seattle, Washington, 2002.