Compact Values Driver

The Community Working Goals relates to memos made during the analysis of data reviewed during Phase 2 of the field research. The research memo described how

Community Working Goals could be thought of as ‘What people in organization want to achieve, inspiring those individuals, in turn potentially driving values of the

organization’. The initial model suggested Community Working Goals influences the

Inspired theme which had previously been identified in Phase 1. However, this relationship was a two way relationship in that the goals individuals aspire towards may develop and change, as the inspiration in the organization increases or potentially decreased. The rationale behind such relationships can be better understood when reviewing some of the data produced through the interviews.

“there was a series of responses that the aim of the organisation in that it had a clear benefit to others was a factor that inspired and that the other area of inspiration was the fact that the organisation could grow and develop and move forward in a positive way, rather than it being stagnant, that that was inspiring.” (Interviewee 1)

Interviewee 1 identifies the opportunity to make a difference, grow and develop the organization and how that can be seen as inspiring. When delving further into the background of such a statement, interviewee 1 was the Chief Executive Officer of the organization, whose remit is very much focused on sustaining and growing the organization. The initial link between aspiration and how this inspires initiated the

theoretic relationships between the two themes. This was further developed when continuing to review data from Phase 2 of the research. Interviewee 3 identified a ‘buzz’ for the work and how important that ‘buzz’ is for them to remain in post. This provided the basis for the interpretation of relationships between working goal of getting a buzz from the work and the Inspire theme of buying into a future purpose which has a wider community benefit.

“I get a buzz out of it. And, I think, the day I stop getting a buzz out of it, or maybe I start getting angry, or the day I start, then I’ve, obviously, lost something, or I’ve lost the belief that ... And then, I may have to look for something else.” (Interviewee 3) However, the model builds from this initial idea, suggesting the Inspire (Buying into a future purpose which has a wider community benefit), theme is directly influenced by organizational Purpose, and Compact. Although the relationships are quite different, in the development model the relationship between the Inspire and Purpose themes are two way. The Purpose theme influences those Inspire aspects, however, Inspire theme does appear to have influencing aspects with broad Purpose theme. One example which provides an insight into this can be seen through one of the comments made by interviewee 4.

“It’s the passion that keeps me going, it’s the passion that keeps me binding, and it’s the passion that makes me work over and above what I should be doing in my job role, to make a difference to them groups.” (Interviewee 4)

The passion aspect described here very much fits in with the Inspire theme described, however the driving force behind the organization (in this case a VCS development organization) is to support other VCS groups, which in this example is clearly

identified as a driver for that individual. Such relationships continued to be identified when reviewing the date through the N-Vivo analysis tool. Whereas, the Compact

element of shared values and goals fed the Inspire theme of buying into future purpose which has a wider community benefit, either positively or negatively. A quote used earlier in the section may provide an insight into this school of thought.

“if you are doing something outside of what you feel comfortable to do, I am not talking about something challenging, but if it’s something that isn’t within your own comfort zone and it is something the organisation does then it will make people uncomfortable and people would not want to be part of that.” (Interviewee 3)

The interpretation within this context relates to how individuals respond to behaviour, which may impact on the Inspire theme discussed, whereby an individual becomes uncomfortable in the actions, which contradict the values Compact and not wanting to be a part of that action/process. This presented the research with some theoretical development challenges, it appeared that that the Compact and Purpose themes where not directly linked, However, further review of the research data provided a potential link. Earlier in the section one of the interviewees identified, organizations do not have values, people have values.

“I mean the organisation cannot have values, the organisation’s values are those that are agreed by the people that have something to do with the organisation.”

(Interviewee 4)

This point provided the potential link between the Purpose and Compact, the collective values of the staff provided the basis of the organizations values. This allowed the model to introduce the organizational values concept, which had two relationships with Inspire and Purpose themes, in turn providing a mechanism for the shared values and goals, which resulted in the informal Compact.

The final aspect of this development model involved the End Product(What is seen by others through actions and the manner in which actions are carried out) identified during Phase 2 of the research. The theoretic concept, suggests the End Product is very much influenced directly by the values Compact and Purpose themes. The informal Compact of shared values and goals influences the manner in actions may be carried out in organizations and how such action may be seen internally and

externally. The association between the two have been linked through the analysis of the data, whereby N-Vivo relationship modelling identified Compact and End Product

as Drivers, (Provides foundation for relationship development). Similarly, Purpose

theme has identified a Driver for the End Product in how actions are carried out, particularly externally facing aspects of those actions.

This development model provided an opportunity to theorise around the three emergent themes for this phase of the research. However, once the process had been completed the research took the approach to review the concepts and ideas more

broadly with several of the earlier themes discussed during Phase 1 of the research process.

Diagram 7.1 Compact Values Drivers