1.8. VALUES
One key element underlying these dimensions of cultural difference is that of values, both consciously and unconsciously held. Values reflect general beliefs about what is "right" and 'wrong" in a given group. It is from our values that our cultures set norms of behavior.
Most importantly, there are two types of values: terminal or "end result' values and instrumental or "behavioral" values. When studying culture or when, more practically, managing people, it is necessary to understand that, while two people may espouse similar values, the manner in which they behave to get to those values might be vastly different. For example, in the figure Terminal and Instrumental Values to follow, two people share a strong value of "family," but the means by which they define that and operationalize it is vastly different.
In the same way, the behavior of two colleagues may be the same, but they may actually be working toward very different ends or values. As shown in the figure, we may both work hard, but the end goal of that hard work can be quite dissimilar.
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There are two basic types of values: "terminal" or those that describe the end state we want to achieve (for example, peace or success) and "instrumental" or those that define how we should behave in order to consider ourselves good or moral. As indicated below, two people can share the same terminal value ("family," for example) but get to that end state in very different ways (for example, defining and operationalizing family differently). On the other hand, two people can act the same ("work hard"), but be doing so for very different reasons (for personal gain or for the good of the group).
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This simple distinction can have great impact in the workplace, not only in averting misunderstandings, but also in helping us manage and motivate from the true values of the people in our organizations.