In the ever-evolving landscape of organisational development, understanding the intricate link between emotions and values is crucial for managers and leaders. Emotional culture, often overlooked or misunderstood, plays a significant role in shaping behaviours and, consequently, the values within a workplace.
This article delves into the connection between emotions, behaviours, and values, providing a comprehensive model to help leaders foster a thriving emotional culture.
The Three-Step Model: Values, Behaviours, and Emotions
Values
Values are the guiding principles that define what is important to an organisation. They are often displayed as conceptual words on a wall or detailed in corporate documents, serving as the foundation for decision-making and behavioural expectations.
Behaviours
Behaviours are the actions and conduct that stem from these values. They represent the do’s and don’ts within an organisation, outlining what is tolerated and how tasks are executed.
Emotions
Emotions are the driving force behind behaviours. They influence how individuals react to various situations and interact with one another, ultimately shaping the organisational culture.
Emotions Drive Behaviours, and Behaviours Drive Values
Traditionally, organisational culture was thought to be anchored in values, with behaviours providing the framework for what is acceptable. However, this perspective overlooks the fundamental role of emotions in driving behaviours. In reality, the equation is:
Emotions = Behaviours = Values
Understanding this relationship is essential for fostering an authentic and effective organisational culture.
The Traditional Approach and Its Limitations
In the past, HR activities focused on what values should look like from an aspirational perspective. These activities aimed to define how values should manifest in work, relationships, meetings, and decision-making. While this approach provides a snapshot of desired outcomes, it falls short in offering a roadmap for achieving them.
Working from the top down, starting with values, limits our understanding of organisational behaviours. Knowing values on a cognitive level does not account for the emotional environment that influences these behaviours.
A New Approach: Working at an Emotional Level
When working with values and the behavioural frameworks that support them, it’s vital to address emotions. By exploring what individuals need to feel to be successful and what emotions they want to avoid, organisations can gain deeper insights into the root causes of behavioural misalignments.
Unpacking Emotions
To truly align behaviours with values, it’s essential to unpack the emotions that drive these behaviours. This involves:
- Identifying the emotions that support or hinder success.
- Recognising how these emotions manifest in daily interactions.
- Understanding how emotions move individuals toward or away from organisational values.
Behavioural Insights
By gaining insights into the emotions behind behaviours, organisations can better understand why their values may not be aligned or met. This deep dive into emotions helps clarify the actual values reflected in practices, habits, and rituals within the organisation.
Exploring Cognitive and Emotional Culture
An effective emotional culture assessment involves exploring both cognitive culture and emotional drivers:
Cognitive Culture
Cognitive culture refers to the mental processes and behaviours that define how people perceive and process information, make decisions, and interact with others. It’s the logical aspect of culture that shapes thought patterns and actions.
Emotional Drivers
Emotional drivers are the feelings and psychological factors that influence behaviours. They create the emotional environment that supports or hinders value alignment and cultural cohesion.
Implementing an Emotional Culture Temperature Check
As a leader or manager, if you feel that your organisation could benefit from an emotional culture temperature check, consider the following steps:
- Assess Emotional Climate: Conduct surveys or focus groups to gauge the current emotional climate within your organisation.
- Identify Emotional Drivers: Determine the key emotions influencing behaviours and values.
- Develop Strategies: Create strategies to enhance positive emotions and mitigate negative ones.
- Monitor and Adjust: Continuously monitor the emotional culture and make necessary adjustments to ensure alignment with organisational values.
Conclusion
Embracing the link between emotions, behaviours, and values is essential for creating a high value-creating team. By focusing on emotional culture, organisations can foster a more authentic, innovative, and collaborative environment. If you’re ready to explore the emotional culture within your organisation, let’s chat and take the first step towards a thriving workplace culture.
Need help with your organisational and team culture. Speak with the experts at Culture Proof.
FAQs
What is the main difference between high-performing and high value-creating teams? High-performing teams focus on achieving specific performance targets, while high value-creating teams prioritise long-term value creation through emotional culture, collaboration, and continuous improvement.
How does emotional culture impact team performance? Emotional culture fosters trust, collaboration, and psychological safety, leading to higher engagement, innovation, and overall productivity.
What are the benefits of blended learning in team building? Blended learning combines the strengths of face-to-face workshops, virtual learning, and coaching, providing a comprehensive and flexible approach to team development.
How can companies start transitioning to high value-creating teams? Companies can start by fostering a supportive emotional culture, investing in blended learning experiences, and empowering team members to co-create their desired team culture.
What are some examples of tools for co-creating team culture? Tools for co-creating team culture include collaborative workshops, feedback sessions, and digital collaboration platforms, all of which facilitate alignment on values, goals, and strategies.
