Shared Values and Conflict

Este trabajo analiza una aparente paradoja: los valores compartidos generan conflictos. A partir de un estudio etnográfico desarrollado en una Organización No Gubernamental Internacional en la ciudad de Córdoba damos cuenta de cómo los valores organizacionales que comparten ampliamente sus miembros se convierten en factores desencadenantes de desacuerdos y conflictos. En esta dirección, sostenemos la hipótesis de que los valores compartidos no necesariamente (solamente) generan consenso y cooperación, sino que también favorecen el desacuerdo al facilitar la observación y la evaluación del actuar organizacional. Dicha hipótesis se torna pertinente desde tres lugares. En primera instancia, desde algunos supuestos de la teoría social y de las organizaciones en donde se asumen a los valores compartidos como opuestos al conflicto; en segundo lugar, desde los análisis de las teorías sociales del conflicto que tienden a pensar al mismo como un fenómeno que emerge del choque de valores, intereses y presunciones opuestas; y por último, desde los actuales desarrollos de la teoría del management en donde se destacan las bondades de los valores compartidos en la gestión organizacional.This work analyzes an apparent paradox: share values generate conflict. From an ethnographic study developed in an International Non-Governmental Organization in the city of Córdoba we show how the organizational values widely assumed by its members become factors that encourage the development of disagreements and conflicts. In this way, we support the hypothesis that share values not necessarily (only) produce consensus and cooperation, but also allow disagreement because they facilitate the observation and evaluation of organizational operations. This hypothesis becomes pertinent, in the first place, from some assumptions of the social and organizational theory which consider share values as opposite to conflict; in the second place, from the social conflict theories that tend to propose that conflict appears as the result of a clash of values, interests and opposite presumptions; and finally, from the actual developments of the management theory in which the goodness of share values are stressed.Fil: Gonnet, Juan Pablo. Consejo Nacional de Investigaciones Científicas y Técnicas. Centro Científico Tecnológico Córdoba. Centro de Investigaciones y Estudio Sobre Cultura y Sociedad; Argentin

Solidarity through shared norms and values

Классические социологи такие, как О. Конт, Ф. Теннис, Э. Дюркгейм, наблюдали далеко идущие последствия разделения труда в современной общественной жизни. Усложнение разделения труда среди людей, живущих в одно время и зависящих друг от друга, от товаров и услуг, необходимые для поддержания жизнедеятельности. Таким образом, основанная на этих взаимозависимостях, социальная солидарность подавляет эгоистические инстинкты и занимает центральное место в социальной жизни.Classical sociologists such as Comte, Tennis, Durkheim observed farreaching division of labor in modern society. The increasing complexity of the division of labor among people living at the same time and independent of each other, from the goods and services needed to sustain life. Thus, based on these interdependencies, social solidarity suppress selfish instincts and occupies a central place in social life

Evidence-based medicine and values-based medicine : partners in clinical education as well as in clinical practice

The best clinical decisions are based on both evidence and values in what is known as the ‘twofeet principle’. Anecdotally, educationalists find teaching clinicians to become more evidence based is relatively simple in comparison to encouraging them to become more values based. One reason is likely to be the importance of values awareness. As valuesbased practice is premised on a mutual respect for the diversity of values, clinicians need to develop the skills to ascertain patient values and to get in touch with their own beliefs and preferences in order to understand those at play in any consultation. Only then can shared decision-making processes take place within a shared framework of values. In a research article published in BMC Medicine, AltamiranoBustamante and colleagues highlight difficulties that clinicians face in getting in touch with their own values. Despite finding that healthcare personnel’s core values were honesty and respect, autonomy was initially low ranked by participants. One significant aspect of this work is that this group has demonstrated that the extent to which clinicians value ‘autonomy’ and ‘openness to change’ can both be positively influenced by well designed education

Spending time with money: from shared values to social connectivity

This article has been made available through the Brunel Open Access Publishing Fund.There is a rapidly growing momentum driving the development of mobile payment systems for co-present interactions, using near-field communication on smartphones and contactless payment systems. The design (and marketing) imperative for this is to enable faster, simpler, effortless and secure transactions, yet our evidence shows that this focus on reducing transactional friction may ignore other important features around making payments. We draw from empirical data to consider user interactions around financial exchanges made on mobile phones. Our findings examine how the practices around making payments support people in making connections, to other people, to their communities, to the places they move through, to their environment, and to what they consume. While these social and community bonds shape the kinds of interactions that become possible, they also shape how users feel about, and act on, the values that they hold with their co-users. We draw implications for future payment systems that make use of community connections, build trust, leverage transactional latency, and generate opportunities for rich social interactions