Values are usually described as beliefs or principles — things people hold to be important. But in practice, values are not primarily what people state. They are how situations are understood. What is noticed. What is considered relevant. What gets acted upon.
This distinction matters in practice, because alignment at the level of stated values does not guarantee alignment in how situations are actually understood. Two people can share the same stated values and interpret the same situation completely differently.
How values shape decisions
Values are not what people say
They are how situations are understood
Values operate outside immediate awareness
For most of us, values are not fully conscious. Yet they continuously influence:
– What we prioritise
– How we make decisions
– What we consider important
This influence becomes visible when different people interpret the same situation in different ways.
Personal vs normative values
To work with values, it is useful to distinguish between two levels.
Normative values
These are the shared expectations within a group, organisation, or culture. They describe what is believed to matter — the stated principles, rules, and agreements.
Personal values
These reflect what actually matters in lived experience. They shape how situations are interpreted, what is prioritised, and how decisions are made. They are not static, and they evolve over time.
The distinction is critical. Alignment at a normative level does not guarantee alignment in how situations are understood in practice.
The research
Research by Posner & Schmidt shows clearly:
– Insight into personal values is strongly linked to commitment and motivation
– Leaders with clarity on both personal and organisational values are perceived as more
credible and find decision-making easier
– Awareness of organisational values alone – without personal clarity – has almost no
effect
– The strongest outcomes occur when both are understood
Understanding values is not only about defining them – but about making them visible in practice.
Value congruence
When personal values align with how a person actually lives and works, we call it value
congruence. For organisations, it means a synergy between personal values and the
organisation's values.
Value congruence is associated with:
– Higher commitment
– Stronger motivation
– Lower stress
– Increased retention
However, value congruence is not a static match. It is something continuously expressed – and tested – in real situations.
Values are not something to define. They are something to recognise – in how situations are understood and acted upon.
Working with values in practice
Working with values is not about defining them in abstract terms. It is about making visible:
– How situations are understood
– What is taken to matter
– How those interpretations differ
From there, understanding becomes possible. And with understanding, decisions can be
approached differently.
