The Three GVV "Flips"

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Do curso por University of Virginia

Ethical Leadership Through Giving Voice to Values

36 classificações

University of Virginia

Ethical Leadership Through Giving Voice to Values

36 classificações

This course offers an action-oriented introduction to Giving Voice to Values (or GVV), an exciting new approach to values-driven leadership development in the workplace, in business education and in life. GVV is not about persuading people to be more ethical, but instead it starts from the premise that most of us already want to act on our values, but that we also want to feel that we have a reasonable chance of doing so effectively. Through positive, real life examples, pre-scripting, rehearsal and peer coaching, GVV builds the skill, the confidence and likelihood that we will act on our values more often and more successfully. Based on research and practice, with over 1,000 pilots in educational settings and companies on all seven continents, GVV helps answer the questions: “What if I were going to act on my values? What would I say and do? How could I be most effective?” You will come away from this course with an expanded toolkit, as well as practice, in a variety of methods and techniques for voicing and enacting your own values and principle. You will develop and practice leadership skills in "peer coaching” with other Learners. Through cases and stories based on recognizable workplace, classroom and life values conflicts, you will apply the GVV techniques and “re-frames”, expanding your repertoire for possible action as well as identifying and rehearsing responses that are likely to be most effective. Through this practice, you will gain greater confidence and competence in voicing and enacting your values effectively.

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What is Giving Voice to Values? Why and How it Works

Welcome to week one of the course! What kinds of values conflicts have you experienced in your life? Has there been a time in your life where you have been faced with a values conflict and didn't know how to speak up, or what to say? During this week, you'll first be introduced to a story called The Client That Fell Through the Cracks. This story provides an example of the kind of values conflict that we all can encounter in the workplace, and how to address it by effectively acting on your values. Next, you'll explore what Giving Voice to Values (GVV) is and who uses it. You'll hear from practitioners in business, higher education, and the military in regards to why and how they used GVV to address their workplace challenges. We'll discover how research informs GVV in developing a moral muscle memory, and how this innovative approach is different from traditional approaches to ethics. Then you'll be briefly introduced to the seven pillars that form the foundation of GVV. Finally, we'll spend some time examining in more depth the first two pillars, Values and Purpose. By the end of this module, you'll realize in the face of values conflicts there is power and impact in asking yourself a new question, "What if I was going to act on my values--what would I say and do?"

What the Research Tells Us6:34

The Three A's8:27

The Three GVV "Flips"6:14

Conheça os instrutores

Mary Gentile
Creator/Director, Giving Voice To Values and Professor of Practice
Darden School of Business

So, welcome back.

So, you've probably noticed by now that giving voice to values is,

basically, simply a reframe.

We've reframed the question you ask when you think about how

to act on your values in the workplace.

Instead of asking what is the right thing to do in any particular situation, or

even whether I will act on my values.

Giving voice to values is about asking,

once you know what you think is right, how can you get it done effectively?

And similarly, GVV is based on three other reframes and

we call them, the three GVV flips.

We've reversed what it is we think we're talking about,

when we talk about values and ethics in the workplace.

We've reversed who it is we think we're talking to.

And we've reversed how we're having that conversation.

So, when it comes to what it is we're talking about when we talk about

ethics and values in the workplace.

I've had experience in my life that, typically,

if people ask me what is it you do for a living, I'm usually a little

reluctant sometimes, when I don't know the person, to start right in and

tell them I work on business ethics and business ethics education.

Because, typically, I'll get a lot of bad jokes.

Business ethics, that's an oxymoron, and things like that.

But then, once people get serious, they'll usually say something like, well,

you know, Mary, if you're really serious about ethics and values in the workplace,

you really shouldn't bother talking about the so called black and

white or clear cut issues.

You should really focus on the gray issues.

The issues where it's a little bit right, a little bit wrong.

It's not so clear what to do.

These people will say to me, the clear cut issues, the black and

white issues are easy.

You should focus on the gray issues.

And I used to think that, too, and

that's really how I tried to approach my training in my educational experiences.

But I've actually changed my mind about that.

I figured out that there are, of course, a lot of gray issues in the world and,

frankly, I don't know what the right answer is to most of those situations.

But the fact is, those are often situations where reasonable people

of good will and intelligence can legitimately disagree.

That's why they're gray.

But nevertheless, there are a lot of issues where most of us, not everyone, but

most of us would probably say, you know, that's clearly fraudulent.

That's clearly over the line.

That's clearly illegal.

That's not something that I want to do.

But just because many of us are clear that something is, in fact,

over the line, doesn't mean that we feel empowered, and

capable, and skillful, and confident at getting it done.

And so, what I decided is, let's focus on those so called clear cut issues, those so

called black and white issues, when we're giving people the opportunity to rehearse

and prescript an action plan for voicing their values.

If we focus on the gray issues, we never get past the discussion about

how many angels can dance on the head of a pin.

We never get past the endless debate about is this right or wrong.

But if we focus on those more clear cut issues and

we start with the GVV thought experiment.

What if you were this protagonist who knows what her or she wants to get done?

Then people can get to the action planning part of it.

So that's the first flip.

The second flip is, who do we think we're talking to when we talk about values and

ethics in the work place?

Used to be, I'd go into a business school, or into an organization, or company and

somebody would say well, you know, most of the people here are good people,

we've just got a few bad apples and they're the ones this training is for.

But I actually think of the audience for

giving voice to values a little differently.

This idea is based on some research by Greg Dees and

Peter Crampton on ethics and negotiation.

But, basically, I think of the audience in the classroom, or in the organization, or

in the company as a bell curve.

And at one tail end of the bell curve we premise that there are those people

who would self identify as opportunists.

These are the people that will say, I'll do whatever it takes

to maximize my personal material self interest, regardless of values.

Now, nobody falls into one of these categories all the time, but

these are people who would say, this is primarily my motivation.

And at the other tail end of the bell curve,

are the folks who would self identify as, idealists.

And we define idealists as people who would say, I would always try and

act in my values, regardless of the impact on my self interest.

Now, what we premise is, that most of us fall under the bell,

I put myself there and we call them pragmatists.

And we define pragmatists as people who would say, I would like to act

on my values as long as it doesn't put me at a systematic disadvantage.

Now, that's not the same as saying, as long a I know I'll succeed.

It's not the same as saying, as long as I know I'll never pay a price.

It simply means, I think I have a shot.

Now, if you define your audience that way,

I don't really believe I have the power to change the opportunists.

I believe the opportunists will always be with us.

And I'm not so worried about the idealists,

although, I would like them to feel more skillful and more competent.

But we're really focusing on the pragmatists.

And we're trying to give them the skills, the literal scripts, the rehearsal and

the peer coaching to be who they already want to be at their best.

We're not trying to change them, we're trying to empower them to enable them.

And then, the final flip is how we do this, and

I've already explained that to you, it's by asking the new questions.

It's about asking not, what is the right thing to do?

But, once you know what's right, how can you get it done effectively?

So those are the three GVV flips.

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