Traditional Versus Values-Based Organizations

 Traditional 20th-Century Organization: A Machine-Like Entity

 The Values-Based Organization: A Living, Breathing Community

Financial performance treated as an end in itself, and authoritarian power relationships, lead to the following unhealthy, unproductive patterns: Don't just preach values - actually fulfill them! When you do, enthusiasm and productivity soar. The following patterns help fulfill healthy values:
Lack of Community Spirit - This is characterized by distrust, apathy, lack of hope and respect, and a feeling of not belonging. Community Spirit - This quality is characterized by deep trust, active participation, mutual respect, and a feeling of belonging.
Closed Communication - This is where a chain-of-command method of communication predominates. Open and Honest Communication - This creates an open dialogue and a flow of vital feedback to decision makers.
Values Conflict - Values are preached but are rarely practiced consistently. Values Agreement - Stated values are healthy and are consistently practiced.
Rigid Organizational Structure -This results in lots of layers, followers everywhere, low productivity, and impersonal relationships between the layers. Self-Organization - This is characterized by leaders emerging everywhere, great productivity, and effective working relationships within and between groups.
What is the cumulative result? These four patterns combine to give traditional organizations a low "group intelligence" which makes them rigid, unresponsive and slow to change. This will not work in the next century. What is the cumulative result? These four patterns give values-based organizations a high "group intelligence" which makes them flexible, responsive, and able to react to change quickly.