We don't train skills
Shared Values does not seek to train skills. Although there is always a need for skills training in an organization, some studies now show that only 15-25% of a person's effectiveness on the job is due to their skills.
We don't train in human potential
Shared Values also does not seek to change people's perceptions of themselves as in the work of Tony Robbins and Stephen Covey. There are wonderful personal advancements possible with this work, but there is an underlying assumption in these trainings that something about employee needs to be fixed. Shared Values asserts that it is more likely something in the environment that needs to be worked on.
We train the context of the environment
Shared Values starts by thinking that the people are fine the way they are, and that there is something to be done with the system in which they work. Shared Values looks at the organization through the lens of the environment that people work in or the context.
We feel that context is what really determines behavior in an organization. An example of how powerfully an environment can determine behavior and feelings is given by how differently you behave, feel, dress and relate to people within a sports arena versus a place of worship. These differences in how you should act are also very difficult to ignore. Can you imagine speaking in the same tone in a church as you would in a football stadium? The context of the situation won't let you!
The same thing applies in a work environment - eventually everyone starts to go about tasks, meetings and conversations in similar ways - whether this "way" is the most effective way to do things or not. Wouldn't it be great if the organization could choose the "way that things are done" by virtue of what is best for everyone involved versus the way it has always been done?
