Seattle counseling life coaching therapy consulting hypnotherapy mediation kelly gerling

Organizational Change Flowcharts

The flowcharts here are part of the Values Based® Leadership (VBL) system.


These charts provide a whole range of inner and outer skills in the context of three types of situations: routine situations that require a minimum of planning and preparation; challenging situation that do require significant planning and preparation; and situations where your values are contradicted or violated, where you are angry, stressed or upset, and where preparation is mandatory if you are to prevent yourself from making the situation worse by responding in kind to provocations or lowering yourself to less-than-stellar behaviors.


The two Values Based® Leadership (VBL) flowcharts prompt you for activating your inner and outer skills. Each chart has links on every major skill or idea shown. When you click on the links below, a new window will open in your browser, and the chart will be whole, in that window. Then each time you want more detailed information, you can click on the skill in the chart and still-another window will open up. When you are finished reading, you can just close that reading window. When you are finished with the chart, just close the chart window.


 • Values Based® Leadership VBL Flow Chart One


 • Values Based® Leadership VBL Flow Chart Two


Here is a more detailed explanation:

"Violated values cause pain, and pain can bring out our worst, most damaging behaviors. The pain of violated values upsets us and rips the fabric of our customary, familiar state of mind."


Within each of us is a set of values that guide our actions. They are what is most important to us. These values motivate us to do what we do. They are the intended benefits of the goals we strive towards. We become aware of them primarily in two ways: when they are fulfilled and when they are violated.


When our values are fulfilled, we experience them as positive feelings—the happiness and contentment of feeling trusted or respected, inspired by excellence or service, or moved by acts of love or compassion.


When our values are violated, we experience them as painful feelings—the stress of feeling distrusted or disrespected, deflated by bad quality or poor service, or devastated by acts of betrayal or insensitivity.


Life gives us both fulfilled values and violated values, whether at work or home. When our values are fulfilled, it is natural to be at our best, leading by example, bringing about change, supporting others, and achieving goals. So the more we bring about situations and engage in relationships that fulfill values, the more we will enjoy life and be productive.


Violated values cause pain, and pain can bring out our worst, most damaging behaviors. The pain of violated values upsets us and rips the fabric of our customary, familiar state of mind. When in pain we tend to behave in characteristic ways to defend ourselves or remedy the situation back to a fulfillment of our values.


The trouble with the initial outer reactions to violated values is this—the way we behave prior to healing our pain typically violates the values of others. When betrayed we may blame, label negatively or avoid. When service is bad or others perform poorly we may whine or make cutting, sarcastic remarks. These behaviors predictably hurt others, making them victims of our actions. Their subsequent reactions come back to hurt us further, making us victims of their actions and, over time, our own actions too. This pattern of damaging behaviors is a victim cycle or vicious cycle. A Chinese saying comes to mind, "The person who seeks revenge should dig two graves."


Key to effective leadership in organizations is preventing ourselves from initiating such victim cycles as well as helping to stop them when we encounter them. From office gossip to major world wars, the victim cycle itself is the cause.


These flow charts describe what to do as we go through our work day to be an effective values-based leader.


The Values Based® Leadership VBL Flow Charts are pictures that portray strategies for leading with values and restoring values based leadership when our values are contradicted or violated.


These flow charts describe what to do as we go through our work day to be an effective values based leader. The charts are intended to be as simple as is practical, but no simpler.


I hope these graphical menus provide you with strategies that will help you better fulfill your values while developing as a leader through making a positive difference in the organization.


The Values Based® Leadership Flow Charts pinpoint the following choices:

     •    When your values are fulfilled, project your feelings of happiness, contentment and other positive states of mind into your interactions. As you do that, engage in effective leadership behaviors.
    •    When you feel fine but encounter challenging situations for which you don't have a readily available strategy, expand your thinking with VBL thinking skills, prior to action.
    •    When in pain, refrain from harming others—instead pause and heal yourself, thereby preventing yourself from initiating or extending a victim cycle.
    •    If you become part of a victim cycle, PAUSE . . . then use natural healing methods that will restore your values so you can interact with others in a positive way—one consistent with your values.
    •    When you have healed from violated values, expand your thinking with the VBL leadership thinking skills.
    •    When you have expanded your thinking, you will to have a greater range of choices about the outcomes you pursue and how to pursue them. Then pursue action.
    •    When you are not sure what to do in a situation, review the VBL leadership behavior skills to refresh your options as you plan your strategy of action.
    •    Be loyal to what is most important to you. Effective leaders are aware of their values and do what it takes to bring them out in themselves and in others. Use the VBL Flow Charts to help you do that.



Tags: , inner skills, leadership development, leadership skills, outer skills