3.2 The Theory of Basic Human Values

The second activity in this session introduces research based on the work of a prominent psychologist, Shalom H. Schwartz, which analyses human values.

Activity 3.2: Introducing the Theory of Basic Human Values

Timing: This activity should take approximately 15 minutes

Shalom H. Schwartz is an Israeli social psychologist who has conducted extensive quantitative research on human values across the world.

The Theory of Basic Human Values is based on surveys conducted with over 60,000 people, and posits that there are 10 distinct, universal values. In turn, these are categorised into four higher-level groups:

Openness to change

  • Self-direction – Motivations include independent thought and action. Individuals value choice, creativity, exploration.
  • Stimulation – Motivations relate to innovation, excitement and overcoming challenges.

     

Self-enhancement

  • Hedonism – Individuals who derive motivation from pleasure or sensuous fulfilment.
  • Achievement – Personal success through demonstrating competence according to social standards.
  • Power – Relates to having social status and prestige, control or influence over people and resources.

     

Conservation

  • Security – Individuals tend to prioritise safety and stability.
  • Conformity – Motivated by social acceptance, including restraint of actions, inclinations, and impulses likely to upset convention.
  • Tradition – Respect, commitment, and acceptance of the customs and ideas that one's culture or religion provides.

     

Self-transcendence

  • Benevolence – Preserving and enhancing the welfare of those with whom one is in frequent personal contact.
  • Universalism – Understanding, appreciation, tolerance, and protection for the welfare of all people and for nature.

     

Other

  • Spirituality was initially considered as an additional eleventh value in an earlier version of the theory. However, based on surveys across different cultures, it was found not to exist everywhere.
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Figure 2  The Schwartz Theory of Basic Human Values
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Coloured circle illustrating the Schwartz Theory of Basic Human Values. It comprises four quadrants, representing the four higher level values, which are shown on an outside ring, and the ten distinct, universal values, which are shown in an inner ring.

Figure 2  The Schwartz Theory of Basic Human Values
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Activity 3.3: Making sense of Schwartz

Timing: This activity should take approximately 15 minutes
  1. Which of the following Schwartz values do you most associate with SMEs?
    • Self-direction
    • Stimulation
    • Hedonism
    • Achievement
    • Power
    • Security
    • Conformity
    • Tradition
    • Benevolence
    • Universalism

Answer

  1. Given what we know about the extreme heterogeneity of the SME population, it is too simplistic to attribute particular sets of values to SMEs. The organisational values of small organisations can be as varied as they are for individuals.

    However, this question reveals some interesting insights from course participants (including you) about the values they associate with the businesses they have worked with.

    The Theory of Basic Human Values will be revisited later, when you will get a chance to use the diagram interactively.

Thinking point

We have seen how the Schwartz Theory of Human Values identifies different types of values, and have started to look at how the personal values held by SME owners, managers and even business advisors might vary. We have also noted that organisations may be associated with a particular set of values, adding further to the complexity of the situation.

Watch this short video (4 minutes) in which several business advisors describe how they currently make use of values when they are working with clients.

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Transcript

Using values as part of the engagement process

[MUSIC PLAYING]

[How do you make use of values in your day-to-day work?]

MAN 1
I think, as business advisors, we're often always unconsciously being conscious of the values, and we're working with them in that context. But I think sometimes, it becomes clearer than others. I think there are examples when I've been working with businesses who are a bit more motivated by success and status. And there are some examples where I've been working with businesses that are a bit more motivated by change or new ideas and innovation. And I think I have, to some extent, been able to identify that and address it.
WOMAN 1
When I'm trying to engage with businesses and, in particular, when I meet them for the first time, I will use a number of different tools within that arsenal in terms of getting them to engage with the programme, getting them to engage with the opportunities that are there for them as a business, and also to improve their environmental performance. So some of that is values based in terms of what motivates them as an individual, what motivates the business and what their priorities are. And basically, my role is to fit the different advantages and benefits of involving themselves with the programme and involving themselves with environmental improvements with their individual motivations and values.
WOMAN 2
An example of that is a business that was based in a very beautiful setting in a heritage building. And they had a very long-term attitude to preserving that building. So I could talk to long-term sustainability, both of the building, but the wider environment, so linking those two things and sort of preservation of the building and preservation of their local and wider environment.
MAN 2
When I'm talking to any business, my focus isn't on delivering the same information, the same response to every business. I have to change the way I speak to that business, but also the way I tune or focus the opportunity, the end result, the potential carbon saving, energy savings, to fit their particular values. So it may well be that their only focus is on energy savings, financial return on investment – a financial director, for example. And that's the only thing they're interested in. So I have to talk to them in their language. And that has to be return on investment, payback period, bottom-line profits. If I'm talking to somebody else about sales growth, it might well be that their environmental credentials are very important to a stakeholder. So you have to talk to them in a completely different manner to those of the finance director, as an example.
WOMAN 3
The job of a low carbon advisor is to speak to different people from different backgrounds. And I think having a degree of social chameleonism, perhaps the ability to empathise with people and relate to people on an emotional level, is quite a feather in that cap. I think people respond better – especially people from different, perhaps opposing, backgrounds – respond better emotionally than if you present to them facts and cold, harsh data. And I think some of the better low carbon advisors I've worked with are the ones who can relate on an emotional level, on a human level, as opposed to just a technical level.
MAN 2
So constant adaptation in the way we deliver our service is very important. And we have to change that, possibly even in the same meeting, depending on who's in the meeting. It might be you're talking to three different people, and each of those people in the room have a different vested interest, a different value set, and you have to change the way you're talking to them.

[MUSIC PLAYING]

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How might you take these different personal and organisational values into account in your own working practice?

3.1 The ‘values-based’ approach

Summary and action points