However, are there common human values?
Local and international research* indicates that there are ten common values that cross cultural, racial and gender divides and resonate with the majority of people. These can be grouped into four major categories - openness to change; self-enhancement; conservation and self-transcendence.
If these are mutual, then corporate leaders can build on them to create building blocks that will materially change the way people do business both internally and externally in business.
Openness to change - a characteristic that South Africa demonstrated, to the world's awe, in 1994 needs to be rekindled if the powerhouse of Africa is to hold its ground. Having finally shaken off its dour, inward-looking national character that resented change, the post-94 generation made shifts that were inconceivable. We need to work on this trait and encourage the new generations entering the workplace to drive it more vigorously.
Self-enhancement - this shared value can drive us all to better society and ourselves, through the judicious application of power in a benevolent context, where achievement is measured in societal gains and not just possessions. Wealth is often decried as evil but it is not the money but the love of money and its constant demand that erodes our values - philanthropy is made possible through wealth and it is this kind of thinking that must underscore our self-enhancement as corporates.
Conservation - this is one of the keystones to our survival as a species, the conservation of our natural resources, the upliftment of people as a resource, the maintenance of justice and the preservation of law and order. The foundation of safety, harmony and the stability of society, relationships and self allows us to develop our creativity and problem solving abilities - the absence of these reduces us to a survival mode, where no thought for the future is possible, given the daily grind to endure.
Self-transcendence - if our employees can see our company's values are all-encompassing of the society in which we live, practice true benevolence at a practical base level, then the idea of 'one Mandela Day' could become a year-round practical application of understanding, appreciation, tolerance and protection of the welfare of people and planet.
Building character is never easy because it is formed early on in a child's life and is not easily swayed or changed. According to one definition, character is said to be "the stable and distinctive qualities built into an individual's life, which determine his or her response regardless of circumstances."
However, if in your organisation you have established a set of values and these values elicit positive responses from all, then these could be said to have created a corporate character that has certain responses. It is reasonable therefore to review incoming staff against these principles and values - we make the same value judgements when reviewing new friends and acquaintances, when entering partnerships and when committing to long-term relationships.
Should we not therefore, apply these principles in our talent recruitment? Should the question not only be, "Does this person have the right qualifications and ability but also, "Is this person one that fits in with our organisation's values and culture?"
Our working lives and organisations represent a microcosm of the world in which we live. If we are to improve our workplaces, then the cultivation of positive attitudes and a sense of value in what we do will drive creativity, growth, tolerance and, ultimately create organisations that put people in the heart of the value chain, rather than profit.
This cannot be simply expressed as words or posters on the wall - it has to be lived by everyone in the organisation believing that each person's contribution makes the difference that sets a high-value, positive attitude as the cornerstone of success.
Winston Churchill expressed it well, when he said, "Attitude is a little thing that makes a big difference."
*The Theory of Basic Human values, developed by Shalom H. Schwartz
