By Donna M. Stringer
In 52 actions for Exploring Values Differences, Donna Stringer and Patricia Cassiday have written and tailored sounds, ready-to-use actions for settings the place the exploration of values alterations is helpful: the place of work, the study room, company range education, foreign staff improvement workshops, clash administration and others.
The actions conceal a huge spectrum for the various wishes of shoes and academics: those that like hands-on, useful yet low-risk actions; those that favor experimental actions; and those that examine most sensible in the event that they can contemplate principles. The authors' "Classification of actions" on the entrance of the publication is helping clients pick out actions which are acceptable for his or her wishes in line with chance point, time required, context (work, own or basic) and workforce (individual, workforce, association, family variety or multinational). The instructions for the actions are effortless to stick with, and the worksheets and handouts might be photocopied to be used.
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Additional info for 52 Activities for Exploring Values Differences
To explore the tacit ways that culture is transferred from generation to generation Materials • Saying It Makes It So Handout • Paper, pencils • Flipchart (optional) Process 1. Place participants in groups of 4–6 people. Provide each person with the “Saying It Makes It So” handout. Give the groups approximately 30 minutes to do the following: • Add any expressions that group members remember from their childhood. • Identify where people learned these expressions. • Identify the implicit values being taught by each expression.
Did any individuals have more influence than others in the discussion? Why? 3. What generational values came into play in the case study? 4. What strategies might Sandy employ to motivate C Team? 5. What personal values made this activity easiest or hardest? Why? 6. What did you learn? 7. How can you apply what you learned to everyday work life? Debriefing Conclusions 1. Generational norms are not stereotypes—please don’t use them that way. 2. Personal experiences and role responsibilities in the workplace can affect the way we respond to this case study—and to real work situations.
Based on this discussion, who might you be a role model for? 5. How could you apply information from this experience to your everyday life? Debriefing Conclusions 1. Individual role models are based on both personal and cultural values. 2. Individuals from the same culture will often have similar role models. 3. Describing role models can be a rich, nonthreatening source for understanding behavior that is valued within a culture. , Seattle, Washington, 1999. 8 Saying It Makes It So Time Required 60–75 minutes (30 minutes for small groups; 15 minutes to report; 15–30 minutes for debriefing) General L P, D, M Objectives 1.