The Goal Of This Discussion Is To Get You Thinking About Mil

The Goal Of This Discussion Is To Get You Thinking About Milestone Two

The goal of this discussion is to get you thinking about Milestone Two. You will work on this milestone here and submit it in Module Five. In your initial discussion post, answer the following questions: Why are shared values, attitudes, and beliefs important in an organization? What are the potential challenges when individual values conflict with collective values? What one technique would you recommend that supports a change in the organization? When replying to at least two of your classmates outside your own initial post, use the following prompts: Which values identified in the post do you think are essential for an organization to uphold, and why? Describe values that may conflict with or differ from the values mentioned. Why do the values conflict? Is there a way to reconcile the conflict? Reading resources (2) are included. Please reference them with APA formatted citations in the main post and replies. Minimum 4-5 paragraphs. Size 12 font, Times New Roman.

Paper For Above instruction

Shared values, attitudes, and beliefs form the foundation of organizational culture, serving as guiding principles that influence behavior, decision-making, and the overall functioning of the organization.when members of an organization align their personal values with the collective ethos, it fosters a cohesive environment conducive to achieving strategic goals. Such alignment enhances cooperation, trust, and motivation, ultimately leading to increased productivity and a positive work atmosphere (Schein, 2010). Conversely, disparities in values can create friction, misunderstandings, and resistance to organizational change, which hinders progress and can lower morale.

One of the primary challenges when individual values conflict with collective organizational values involves resistance to change. Employees with differing core beliefs may feel disconnected from organizational goals, leading to disengagement or active opposition. This discord can manifest as reduced collaboration, increased conflict, and higher turnover rates. The conflict between personal and organizational values may also generate ethical dilemmas, forcing management to navigate complex situations where values are misaligned. For example, an employee who values transparency may resist policies perceived as secretive, creating tension (Meyer & Rowan, 1977). Addressing these conflicts requires deliberate strategies to foster value alignment and manage resistance effectively.

To support organizational change, I recommend employing participative change techniques such as transformational leadership, which involves engaging employees in decision-making and creating shared vision. This approach helps individuals see the personal benefits of change, increasing their receptivity (Bass & Riggio, 2006). For example, leaders can communicate how change aligns with core organizational values and personal growth opportunities. Additionally, emphasizing open communication and providing training can reduce uncertainty and foster buy-in. When employees perceive that change benefits both the organization and themselves, they are more likely to support and adapt to new initiatives.

In response to classmates’ posts, I believe that integrity and respect are essential values for an organization because they build trust and a positive work environment. These qualities underpin effective communication and collaboration. However, conflicts may arise with values like competitiveness or individualism, which could sometimes undermine teamwork or collective goals. Reconciling such conflicts involves finding a balance where individual strengths contribute to organizational success without compromising shared values such as fairness and mutual respect. Cultivating a culture that promotes both individual achievement and collective well-being can effectively reconcile these conflicting values, fostering resilience and adaptability within the organization.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
• Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.