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Self-Reflection Activities

Probably the most important skill for today's rapidly changing workforce is skills in self-reflection. The highly motivated, self-directed learner with skills in self-reflection can approach the workplace as a continual classroom from which to learn.

—Carter McNamara, MBA, PhD, Authenticity Consulting, LLC

Objectives: By engaging in self-reflective activities, you will: Identify your strengths and limitations in specific environments Begin to understand how your individual personality, learning, and

behavioral characteristics influence your interactions with others. Increase your self-awareness in order to maximize your individual

effectiveness

Approach: In the following pages, you will find several self-reflection activities that you are required to complete. You will utilize the results to create your Leadership Learning Plan. You are encouraged to find meaning from the results of these activities including trends and patterns, strengths, areas of growth, core motivators/drivers, etc.

List of Self-Reflection Activities

The activities listed below are explained in detail in the following pages.

Reflected Best Self Exercise:..............................................................................2The Achievement Tool........................................................................................3Personal Inventory.............................................................................................4Leadership Assessment......................................................................................5The Question of Leadership...............................................................................6Discovering Your ‘Why It Matters’......................................................................7My Values.........................................................................................................11Philosophical Orientation Questionnaire..........................................................14Completing a Life Inventory.............................................................................22

Penn State Emerging Leaders 1Center for Workplace Learning & Performance

http://www.authenticityconsulting.com/#_blank

Reflected Best Self Exercise:

Please follow the instructions that were emailed to you to complete this exercise.

All of us can recall our own extraordinary moments, those moments when we felt that our best self was brought to light, affirmed by others and put into practice in the world. These memories are seared into our minds as moments or situations in which we have felt alive, true to our deepest selves and pursuing our full potential as human beings. Over time, we collect these experiences into a portrait of who we are when we are at our personal best. To help compose a best-self-portrait, it is important to draw on the perceptions of significant others who have unique and valuable insights into the ways we add value and make a contribution. The Reflected Best Self (RBS) exercise creates an opportunity for you to receive feedback regarding who you are when you are at your best.

In this exercise, you will obtain data from other people to create a more extensive reflected best-self-portrait. You will obtain short descriptions of who you are and what you do when you are at your very best from a diverse array of significant people in your life. From this feedback, you will learn important things about yourself that you may have never realized before.

The goal of this feedback exercise is five-fold: To generate awareness of how others see you when you are at your best

To enhance understanding about what kinds of work situations bring out the best in you

To create personal and career development plans and actions, based upon the reflections that your reflected best-self feedback generates

To provide a tool for future times when you may be discouraged and need to get back on track

To assess the individual strengths that exist within your learning groups.

Developed by Robert E. Quinn, Jane E. Dutton, and Gretchen M. Spreitzer


The Achievement Tool

This tool has three main purposes:1. To record, inquire into and celebrate an achievement2. To gather rich information about yourself that will help you develop

your Leadership Learning Plan3. To identify what helps you to be at your best

How It Works

The tool is inspired by ideas from ‘Appreciative Inquiry’ which suggests that if we can inquire into, learn and understand what helps us be at our best, do our best work and be most successful, then we can do what is necessary to re-create these conditions more often, and that we will find more and more of what we are looking for: If we focus on all of our deficiencies, we will find ever more of them, if we search for all of our strengths, gifts and achievements, we will find ever more of these too.

Steps

1. Please use the following link:http://appreciativeinquiry.case.edu/practice/toolsTrainingDetail.cfm?

coid=11959

2. Under Resource Files, click on “Achievement Tool (doc)”

3. Complete the first page of the document. (Instructions are on the following pages of the document.)


http://appreciativeinquiry.case.edu/practice/toolsTrainingDetail.cfm?coid=11959

http://appreciativeinquiry.case.edu/practice/toolsTrainingDetail.cfm?coid=11959

Personal Inventory©2013 Sherpa Executive Coaching, extracted from The Sherpa Guide® materials, with permission (http://sherpacoaching.com)

1. I want to be ______________________________ in five years.

2. My biggest strength at work is _____________________________.

3. My supervisor says ____________________ about the way I do my job.

4. I am willing to commit__________ hours per week to my job.

5. I am willing to commit to _______hours per month to my growth and development.

6. This really makes me happy (at work):

7. My biggest stress comes from_______________________________.

8. My biggest stumbling block is _______________________________.

9. I come to work because:

10. Success looks like this to me:


http://sherpacoaching.com/

Leadership Assessment©2013 Sherpa Executive Coaching, extracted from The Sherpa Guide® materials, with permission (http://sherpacoaching.com)

1. What kind of leader am I? Describe in detail:

2. I was proud of my leadership in this situation. Describe whyWithin the last week:

Within the last month:

3. A situation where my leadership abilities fell short. Describe why:

4. Someone I think is an exceptional leader. Describe why:

5. Three areas in which I would like to improve my leadership abilities:



The Question of LeadershipAdapted from The W.K. Kellogg Grassroots Leadership Development Workbook for Aspiring or Current Grassroots Leaders. The full workbook can be downloaded for free at: http://www.wkkf.org/knowledge-center/resources/2003/02/grassroots-leadership-development-workbook-for-aspiring-or-current-grassroots-leaders.aspx

1. How does your unit/department define its leaders?

2. What are their titles and roles?

3. Does this approach work? Is there anything you’d like to change about how leaders carry out their responsibilities—or how they are viewed? (both from an internal and external perspective)

4. How often is there a “changing of the guard” within the ranks of leadership in your unit/department? Is there a plan for encouraging new leadership and for recognizing the contributions of long-time leaders?

5. Are you clear about the purpose of your unit/department? What is it?

6. How do you see yourself contributing to this purpose?

7. Are you able to make a connection between what you want to learn to be a more effective leader and what Penn State needs to continue its growth?

8. Have you made a decision to think of yourself as a leader? Why or why not?


http://www.wkkf.org/knowledge-center/resources/2003/02/grassroots-leadership-development-workbook-for-aspiring-or-current-grassroots-leaders.aspx

http://www.wkkf.org/knowledge-center/resources/2003/02/grassroots-leadership-development-workbook-for-aspiring-or-current-grassroots-leaders.aspx

Discovering Your ‘Why It Matters’A Story About Motivation

A manager wanted to see how his workers felt about their jobs. He went to his building site to take an informal poll.

He approached the first worker and asked, “What are you doing?” – “What, are you blind?” the worker snapped back. “I’m cutting these boulders with primitive tools and putting them together the way the boss tells me. I’m sweating under this blazing sun, it’s back breaking work, and it’s boring me to death.”

The executive quickly backed off and went looking for another worker. “What are you doing?” he asked, “I’m shaping these boulders into different forms, which are then assembled according to the architect’s plan. It’s hard work and it sometimes gets repetitive, but I earn a good wage and that supports my family. It’s a job. Could be worse.”

Somewhat encouraged, he went to a third worker. “What are you doing?” he asked, “Why, can’t you see?” Beamed the worker as he lifted his arms to the sky. “I’m building a cathedral! I can imagine the steps over there, filled with throngs of people hurrying inside for a wedding. I can hear the bells ringing out on Sunday morning. I can almost see the way the morning sun will shine through stained glass, creating beautiful patterns. What a great job.”

You see three different people, all doing the same job, had three totally different ways of looking at it.

The first worker focuses on what he is doing—breaking stones. He’s not at all happy with his job, and he’s probably not happy with his life.

The second worker appreciates why he’s doing his job—it’s part of a plan, and he’s happy to be making a living. He seems more content doing exactly the same job.

The third worker has a mission and a vision. This worker’s ‘why it matters’ is to elevate the human spirit—he sees a bigger picture. His ‘why it matters’ allows him to approach work, and life, with joy and passion. He looks way past the construction and the building; he is looking at what the experience is for the people who will enter. He is thinking about the choir loft, the weddings that will take place and the stained glass with the sun shining through. That’s ‘why it matters,’ and this worker is truly inspired.

©2013 Sherpa Executive Coaching, extracted from The Sherpa Guide® materials, with permission (http://sherpacoaching.com)




Understanding Your ‘Why It Matters’

Your ‘why it matters’ is about motivation. It is: The ultimate motivator at the core of who you are—it helps to explain

why you do what you do The one thing in your life that is so ingrained that it drives almost

everything you do Your internal engine that drives your actions and interactions Always on and never off Evident in your actions and words around

Your ‘why it matters’ explains why you do what you do. Another way to look at it: What would you tell your children they need to do to “conquer the world?” Many times you will consistently use that word or phrase in your communications. To help you discover your ‘why it matters,’ consider what you seek in your work and in your relationships as well as words and phrases that you tend to use often.

Trigger Questions to Help you Discover Your ‘Why It Matters’

1. What is the driving force that flips your switch and energizes you day in and day out?

2. Why do you get up and do what you do every day?

3. What makes you tick every day?

4. What needs to happen each day for you to say “This was a great day”?

5. What are the three most important messages that you would want to leave as a legacy to your children—your advice for what they need to do to conquer the world?

6. If you were to give advice to a young person in just five words, what would you say?

©2013 Sherpa Executive Coaching, extracted from The Sherpa Guide® materials, with permission (http://sherpacoaching.com)

7. What has been repeatedly ingrained in you throughout your childhood?



8. What motivates and energizes you most?

9. What are your passions?

10. What do you like most about your job?

11. What do you automatically do without even thinking about it?

12. What is your true north—your guiding star?

13. What do you offer the world, personally and professionally?

14. If you ran your own business, what would it be known for?

15. What are you determined to do, no matter what?

16. What would you continue to strive to do even in the face of limited resources, personal disabilities, and formidable obstacles?

17. If you won the lottery and no longer needed to work, what would you do with your time?

Penn State Emerging Leaders 10 Center for Workplace Learning & Performance

©2013 Sherpa Executive Coaching, extracted from The Sherpa Guide® materials, with permission (http://sherpacoaching.com)Exercise to Help You Identify ‘Your Why It Matters’

Fast forward several years and assume that you attending your retirement celebration. You have realized all of your career goals, and you have enjoyed a very fulfilling and successful life. Write a 5-7 sentence speech that is being delivered by your best friend and closest confidante to describe what drove and inspired you to achieve such great heights throughout your entire career. As you look at the paragraph that you've written, use a phrase to summarize your 'why it matters'—the ultimate motivator that lies at the core of who you are.



My Values

The objective of this exercise is to help you clarify your values, or beliefs. Since our values and beliefs change from time to time, after reflection or certain events, it is useful to review and consider our values and beliefs regularly. This exercise is adapted from numerous instruments used to assess one’s values based on the ideas of Milton Rokeach, described in The Nature of Human Values, New York: Free Press, 1973.

On the next page is a list of 49 values, beliefs, or personal characteristics for your consideration. The following steps should help you identify which are most important to you as guiding principles in your life. You might find it useful to determine degrees of importance by considering whether you would be upset or elated if your present state or condition in life regarding a particular value would be significantly reduced or increased. Sometimes, you might find it helpful to consider two values at a time, asking yourself about the relative importance of one over the other.

Whatever technique or method you use: First, please identify the fifteen or so values that are most important to

you, and mark them with an asterisk or circle them

Second, from this list of fifteen or so, identify the ten that are the most important to you and write them on the lines in the space provided

Third, from this list of ten, identify the five that are the most important to you

Fourth, rank each of the five from “1” being the most important value to you to “5” being the least important of these five important values

If you would find it helpful, you may want to rank the next five values (i.e., the “other five” from the list generated in the third step above).


List of Values, Beliefs, or Desirable Personal Characteristics

ACHIEVEMENT (a sense of accomplishment, success, or contribution)AMBITIOUS (aspiring to promotion or progress within career)ADVENTURE (new and challenging experiences)AFFECTION (love, caring)BEAUTY (aesthetics in nature, art, or life)BROAD MINDED (open-minded)CHEERFUL (joyful)CLEAN (tidy, sanitary)COMPETENT (capable, effective)COMPETITIVENESS (winning, taking risks)COMFORTABLE LIFE (prosperous or easy life)COOPERATION (working well with others, teamwork)COURAGEOUS (standing up for beliefs)CREATIVITY (being imaginative, innovative)DISCIPLINED (self-controlled, restrained)ECONOMIC SECURITY (steady, adequate income)EQUALITY (egalitarianism in life, equal opportunity for all)EXCITING LIFE (a stimulating or challenging life)FAME (being famous, well known)FAMILY HAPPINESS (nuclear and/or extended family that is happy)FAMILY SECURITY (nuclear and/or extended family that is safe)FORGIVING (willing to forget a judgment of others)FREEDOM (independence, autonomy, free choice, self-reliant)FRIENDSHIP (close relationships, companionship)HAPPINESS (contentedness)HEALTH (being physically and mentally well)HELPFULNESS (assisting others, improving society)INNER HARMONY (being at peace with yourself)INTEGRITY (honesty, sincerity, genuineness)INVOLVEMENT (participating with others, belonging)INTELLECTUAL (conceptual, abstract, or symbolic)LOGICAL (rational)LOVING (affectionate, tender)LOYALTY (duty, respectfulness, obedience)MATURE LOVE (intimacy)NATIONAL SECURITY (protection from attack)ORDER (tranquility, stability, conformity)PEACE (a world at peace, without war or conflict)PERSONAL DEVELOPMENT (personal growth)PLEASURE (fun, laughs, an enjoyable, leisurely life-style)POLITE (courteous, well-mannered)POWER (control, authority, influence over others)


RECOGNITION (social recognition, respect from others, status)RELIGION (strong religious beliefs)RESPONSIBLE (dependable, reliable)SALVATION (eternal peace)SELF-RESPECT (self-esteem, pride, sense of personal identity)WEALTH (making money, getting rich)WISDOM (understanding life, discovering knowledge)

My Ten Most Important Values:

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

My Five Most Important Values:

Most Important Value Rank #1

Next Most Important Value Rank #2





Philosophical Orientation Questionnaire

Answer the following questions by indicating your current preference in terms ofranking the choices for each item. The option ranked "1" should be your first choice; the option ranked "2" should be your second choice; and the option ranked "3" should be your last choice. Although it is sometimes difficult to determine a preference, pleaseindicate your ranking in terms of the order that best reflects your preferences. Some ofthe choices have multiple parts, separated by "OR". For each such item, select themost important part (i.e., the segment separated by an OR you most like), underline it, and assign the rank for that item (i.e., the rank reflecting your preference for the partunderlined while disregarding other parts of the item).

1. I think of my value, or worth, in terms of: (a) My relationships (e.g., family, friends) (b) My ideas OR ability to invent new concepts OR ability to analyze things (c) My financial net worth OR income

2. I feel most proud of organizations to which I belong when they: (a) Have created new products/services (b) Create financial worth for individuals (regardless of the people being employees, investors, or partners) OR create jobs (c) Have helped people live easier and healthier lives

3. When someone asks me to commit to spending time on a project, I ask myself: (a) What can I learn from doing it? (b) Will it help someone, or is someone counting on me to do it? (c) Is it worth it to me?

4. Sometimes I will do something for no other reason than because: (a) I want to figure out why something works the way it does (b) It has to be done in order to do something else OR get something I want (c) It will allow me to be with a person I care about OR it would please someone I care about

5. The way I can best contribute to others' lives is to: (a) Help them find jobs OR develop financial security and independence (b) Help them develop principles with which to guide their lives (c) Help them build relationships with others or me OR help them feel better about themselves 6. I get most done when I am with someone I would describe as: (a) Pragmatic (b) Caring


(c) Analytic7. I consider my contribution to society in terms of: (a) Ideas, concepts, or products (b) Money (c) People and relationships

© Richard E. Boyatzis, 1992. Permission for use granted to The Center for Workplace Learning & Performance, Penn State University.8. I define myself in terms of: (a) What I accomplish OR what I do (i.e., my activity/behavior) (b) My thoughts, values, and ideas (c) The people with whom I have relationships

9. I would describe myself as: (a) Analytic (b) Caring (c) Pragmatic

10. I consider the most important stakeholders of the organization for whom I work to be: (a) The field or industry of which we are a part (b) Employees (c) Shareholders/investors OR customers/clients

11. When I read or listen to the news, I often think about: (a) Whether it gives me an idea as to how to make money OR seize an opportunity (b) The statement/s it makes about the nature of our society (c) The people in the stories (i.e., those affected by the events)

12. I believe many of society's problems could be resolved if more people were: (a) Pragmatic (b) Analytic (c) Caring

13. When I have free time, I prefer to: (a) Do things that need to be done (e.g. chores duties) (b) Figure out things OR think about what, why, and how things work and are the way they are (c) Spend time talking or doing things with specific other people

14. The following are good principles to live by: (a) Don't put off until tomorrow what you can do today. (b) Do unto others as you would have others do unto you. (c) To contemplate the meaning of life and events is an important activity.


15. I have the most fun, stimulation, or excitement when I am with someone who I describe as: (a) Pragmatic (b) Caring (c) Analytic

16. I feel that an organization should contribute to society by: (a) Providing a place for people to realize their dreams, develop, and contribute (b) Creating ideas, products, or services (c) Creating increased net worth (i.e., helping individuals build their net worth) OR creating jobs

© Richard E. Boyatzis, 1992. Permission for use granted to The Center for Workplace Learning & Performance, Penn State University.17. People have spent a full life if they have: (a) Cared for others and built relationships (b) Made a million OR achieved financial security OR created jobs (c) Developed ideas, products, or methods

18. Individuals should: (a) Identify their goals and then work toward them, making sacrifices when necessary for their long term goals (b) Seek fulfillment through their relationships (c) Understand themselves and why they do things

19. I will feel successful, if in ten years, I have: (a) Written articles/books OR taught people ideas, concepts OR invented new concepts, ideas, products OR have figured a number of things out (b) Known many people well OR a number of meaningful relationships (c) A greater net worth than I do now OR financial security and freedom

20. My time is well spent in an activity if: (a) I make friends OR meet interesting people (b) I get interesting ideas OR observations from it (c) I can make money from the activity


© Richard E. Boyatzis, 1992. Permission for use granted to The Center for Workplace Learning & Performance, Penn State University.


Scoring, Profiling, and Interpretation Guide

SCORING

To calculate your scores on the Philosophical Orientation Questionnaire, copy the number you placed next to each item in the questionnaire (i.e., item 1 (a) is the first item, item 6 (c) is the last item on the first page) to the right of that item on the chart below. Add all of the items in each column for a column sub-total. Then, subtract the sub-total of each column from 60 to obtain a score for Pragmatic Value, Intellectual Value, and Human Value. The adjustment to the rankings makes it easier to understand.

ItemPragmatic

ValueIntellectual

ValueHuman Value

1234567891011121314151617181920

1.c _____ 2.b _____ 3.c _____ 4.b _____ 5.a _____ 6.a _____ 7.b _____ 8.a _____ 9.c _____ 10.c _____ 11.a _____ 12.a _____ 13.a _____ 14.a _____ 15.a _____ 16.c _____ 17.b _____ 18.a _____ 19.c _____ 20.c _____

1.b _____ 2.a _____ 3.a _____ 4.a _____ 5.b _____ 6.c _____ 7.a _____ 8.b _____ 9.a _____ 10.a _____ 11.b _____ 12.b _____ 13.b _____ 14.c _____ 15.c _____ 16.b _____ 17.c _____ 18.c _____ 19.a _____ 20.b _____

1.a _____ 2.c _____ 3.b _____ 4.c _____ 5.c _____ 6.b _____ 7.c _____ 8.c _____ 9.b _____ 10.b _____ 11.c _____ 12.c _____ 13.c _____ 14.b _____ 15.b _____ 16.a _____ 17.a _____ 18.b _____ 19.b _____ 20.a _____

Add the scores

Subtract from 60for your TOTAL




INTERPRETATION

Management is a moral profession. As managers, each person pursues benefits to themselves, their organization, their family, their community, and their society according to their beliefs or values.

This questionnaire is designed to assist you in exploring your preferences regarding three basic value orientations involved in management: pragmatic value, intellectual value, and human value. We see the worth, benefit, or goodness in ourselves, others, and organizations through the lens of our dominant value orientation. Our values are based on beliefs and determine our attitudes. A value typically includes an evaluation (i.e., good or bad designation) of an object or subject. Sets of values form proscriptions and prescriptions (i.e., statements of what NOT to do and what TO DO) that guide our daily life. Values also affect how we interpret and perceive things and events around us. A value orientation is a set of values.

Pragmatic Value Orientation

Pragmatic value orientation appears to be based in philosophies of utilitarianism, pragmatism, or consequentialism. With a dominant pragmatic value orientation, a person will tend to determine the worthiness of an activity in terms of its measurable utility toward desired ends, or objectives. If the ends, or objectives, are not clear, or if the measurability is difficult, the activity will be less valued by someone with a dominant pragmatic value orientation. Although financial variables provide a convenient measure (i.e., in terms of dollars, or local currency), a dominant pragmatic value orientation does not imply that the person is focused or preoccupied with money. Money may merely be the measure he/she uses to assess the relative inputs and outputs. The central issue underlying a dominant pragmatic value orientation is a pragmatic concern.

Pragmatic value orientation has been shown, in research, to be correlated with demonstration of Goal and Action Management abilities, in particular Efficiency Orientation and Planning, in videotaped exercises. In terms of self-description with the Learning Skills Profile, it appears correlated with Information Analysis, Quantitative, Technology, Action, and Initiative Skills; and negatively correlated with Relationship, Help, and Sense-Making Skills. Pragmatic value orientation is correlated with a preference for Active Experimentation as one's learning style.

Intellectual Value Orientation

Intellectual value orientation appears to be based in a philosophy of rationalism, and possibly in the abstractions of mysticism. With a dominant intellectual value orientation, a person will tend to determine the worthiness of an activity in terms of its conceptual contribution to understanding something. Creating a cognitive map, or a framework describing what we know about something, is at the heart of this value orientation. There is a tendency to use abstract and symbolic variables to understand, describe, or explore a phenomena. The central issue underlying a dominant intellectual value orientation is an analytic concern.


Intellectual value orientation has been shown, in research, to be correlated with a preference for Abstract Conceptualization and Reflective Observation learning styles. In terms of self-description with the Learning Skills Profile, it appears correlated with Sense-Making, Information Analysis, Theory, Quantitative, and Technology Skills; and negatively correlated with Leadership, Relationship, and Action Skills. It appears negatively correlated with demonstration of abilities involved in asserting oneself; that is Persuasiveness and Initiative. It has also been shown to be correlated with performance on standardized tests, such as the GMAT.

Human Value Orientation

Human value orientation appears to be based in philosophies of humanism and communitarianism. With a dominant human value orientation, a person will tend to determine the worthiness of an activity in terms of its affect on specific other people and its impact on the quality of the relationship he/she has with specific others. Although intimacy and friendship may be of primary importance to someone with a dominant human value orientation, the concerns for others and relationships may occur in the context of work or other types of settings. The central issue underlying a dominant human value orientation is caring for others.

Human value orientation has been shown, in research, to be correlated with demonstration of People Management abilities involved in building relationships, namely, Empathy, Negotiating, and Group Management; it appears negatively correlated with demonstration of Efficiency Orientation and Planning. In terms of self-description with the Learning Skills Profile, it appears correlated with relationship and Help Skills; and negatively correlated with Sense-Making, Information Analysis, Theory, Quantitative, Technology, Goal Setting, and Initiative Skills. Human value orientation is associated with a preference for Concrete Experience as one's learning style.

Philosophical Value Orientations

Each one of us believes in these three value orientations (i.e., pragmatic value, intellectual value, and human value), but we weigh their importance differently. It is expected that many people will believe one of these three value orientations is more important than the others at any point in time in their lives. The relative weighting of the importance to us of the three value systems may change over time.

Begin your interpretation of your responses to this questionnaire by asking yourself if the Total scores (i.e., the relative raw scores) reflect your personal beliefs about the importance or ranking of these three value orientations. My TOTAL scores were:

Pragmatic Value = ; Intellectual Value = ;Human Value = .


The gap between the various scores may reflect the degree to which your preference for any one of these values is closely related (i.e., a small gap of several points) or not related (i.e., a large gap with your score on one value double your score on another value).

Another way to examine the meaning of the scores is through a percentile chart. The profile reflects a percentile distribution of your scores against 1,320 managers, executives and professionals. This sample has a range of 17 to 63, with an average age of 32. It is just over one third female, and comes from US, European, South American, and Asian samples.

The raw scores and the percentile distribution are both helpful, but in different ways. The raw scores reflect how you answered each question. The percentile distribution shows your scores relative to the way in which others complete the instrument. The latter is said to adjust for the distortion in responding to questionnaires resulting from the social desirability, or political correctness, of certain answers. You can choose to analyze one of these sets of scores or both of them.

How does this ranking, or preference affect your choices in life or at work? Does it affect your self-image? Does it affect your choice of attractive jobs or organizations? Does it affect your political preferences in elections? Does it affect your choice of friends? Does it affect your choice of how to spend your time? Does it affect your feeling about the degree to which you have been a good and virtuous person recently?

Organizational Values

Often, organizations communicate expectations and values to people within it and all stakeholders. These are statements of the organization's culture, or the shared beliefs of the people in the organization. Sometimes, these shared beliefs reflect the values of the founders, top executives, dominant coalition, or opinion leaders. At other times, many of the stakeholders have come to adopt and share the same beliefs or values.

A person can find it difficult, uncomfortable, stressful, or merely confusing to be involved with an organization whose preference for one of the three values addressed in this questionnaire is different than his or her own preference. Although working hard, a person in a situation in which his or her value preference is different than the culture of the organization may find himself or herself not being rewarded, or even recognized for his or her contributions. Feeling "undervalued" will probably result.

As you consider each of the three value orientations, what do you think would be the ranking of preferences of the organization in which you currently work, or recently worked? That is, if the leaders, executives, dominant coalition, and opinion leaders completed the Philosophical Orientation Questionnaire, how would their combine scores compare with your scores? Are there differences in the ranking? What are the consequences of these differences? Are there similarities in the rankings? What are the consequences?


Compatibility between a person's values and the organization's culture has been cited by many as a source of commitment, enthusiasm, sense of belonging, pride, and willingness to use capabilities to the fullest in pursuit of the organization's goals or agenda. Given your value orientation preferences, do you think they are important to consider in determining for which organization you want to work?


Completing a Life InventorySource: Creating Your Future: A Guide to Personal Goal Setting by George A. Ford and Gordon L. Lippitt

This life inventory is a display of all the things you do and would like to do—your activities and your values.

There will be some overlap and duplication in your responses, but don’t let this fact hamper you. Move quickly and spontaneously in responding; just write what first comes to mind, and don’t edit what you have written.

1. Peak Experiences I Have Hada. These are the great moments in your life. They do not have to be

the most exquisite moments you have ever had, but they should be the great times when you felt you were really living and enjoying life. Your list should include things that matter to you because they have made you feel glad that you are human and alive.

2. Things I Do Wella. Boast about yourself and focus on your strengths. Some of the

things you do well will be things that are very meaningful to you; others may simply bore you. List all that you can think of quickly.


3. Things I Do Poorlya. These are things that you do not do well, but for some reason you

want to do them or must to them. Don’t list things that you have no interest in doing and do not need to do.

4. Things I Would Like to Stop Doinga. All of us know of things that we would like to stop doing. For you,

these might or might not be things that for some reason you have to do. After you complete this question, you may want to check with friends, family members or colleagues and ask them to suggest some things that they think you should stop doing.

5. Things I Would Like to Learn to Do Wella. These are things that you must do well and things that you want

to do well.

6. Values I Want to Actualizea. These are things you want that do not fit in any of the other

categories. This category may seem less clear to you than the others, but remember that many of the intangible aspects of life are values.


7. Peak experiences I Would Like to Havea. These are things that you would like to have happen to you. They

may be new experiences or ones that you would like to have again.

8. Things I Would Like to Start Doing Nowa. List those things that come to mind as you write. Don’t censor

anything


Documents

sites.psu.edusites.psu.edu/.../178/2015/01/PSEL-Self-Reflection-Activi… · Web viewMany times you will consistently use that word or phrase in ... Write a 5-7 sentence speech