Context: You have already heard about the lack of commitment at the international level, and you may look around like me and see at any hour of the usual working day that most are out, taking a cigarette “break” about 5 hours out of the regultaed 8. Why?

Explanation: I find two reasons for explaining: A) people do not like to work in the place where they are; B) people have a definition of work that does not contain the idea of ​​performance (growth). For these two reasons, I will make two articles. This is the first.

A. Inconvenient Work


  1. The entropy of values ​​explains the inconvenience of work
  2. How does one reach the entropy of values?
  3. What does entropy of values ​​look like?
  4. What does organizational culture look like?
  5. What are the personal values?
  6. Where does “character mismatch” come from?
  7. How do you know your values ​​and how do you figure out if your work environment supports them?
  8. Conclusions
  9. Resources

1. The entropy of values ​​explains the inconvenience of work

  1. when you value learning but in your work environment you see continuous examples of lack of interest in learning and rather an obvious focus on rigid compliance with bureaucratic rules and standards, you will become demotivated;
  2. when you value the respect and appreciation of the results obtained on the merit but around you do not see at all behavioral evidence of these values ​​but of a mentality such as the use of opportunities for advancement you will become demotivated.

The words thickened above are just as many values ​​of a man and those inclined – of his working environment. His values ​​are personal values, the context’s values ​​are cultural/ collective values.

In other words, anyone who values ​​personal values ​​X in a context where the collective values ​​Y are the priority, will be demotivated: he will very often find examples of the fact that his values ​​are not appreciated by others in that environment – who, in exchange appreciates other values.

This difference is called the entropy of values: the difference between my values ​​and the surrounding cultural values.

2. How does one reach the entropy of values?

  1. people do not really know their personal values ​​and get to work in companies with different values, to move to cities and countries with different values;
  2. companies do not know their real values ​​(not the ones displayed on the walls) and they get to hire the wrong people.

3. What does entropy of values ​​look like?

Figure 1 – Example of analysis of the entropy of values ​​in a company

In the image above, the entropy (22%) is the statistically calculated difference between personal values ​​(column 1) and the values ​​existing in the current culture (column 2). Column 3 shows the values ​​desired by the 105 employees of the company in this example. The corresponding nominal values ​​(top 10) are presented below the 3 columns.

As you can see:

  • Fairness” is a common value for 50 of the 105 employees and “making a difference” is the second representative value (42 employees).
  • In contrast, 56 of these employees observe that around them, the predominant value is “brand image“, and the next important value classified is “teamwork” (42 employees).
  • None of these two noticed values ​​”pushed up front by the company” are in the top 10 of employee values. In other words the employees want something while the company has no ears.
  • 22% is a high degree of entropy – not serious, but high – so high that the commitment in this company is most likely below 40% !!!
Figure 2 – The statistical link between the entropy of values ​​and the degree of motivation of the employees

4. What does organizational culture look like?

Organizational culture looks like a measurable collection of collective values, just like in the example below.

Figure 3 – Example of analysis of the values ​​perceived in a company (1/2)

The image is a small part of a real company values ​​analysis report. At the end of this article, you will find an example of such a report.

The analysis of the values ​​of a company, which brings to light the systemic cultural entropy, produces many perspectives on the respective company, including this image of the limiting values ​​perceived by employees (see the following figure):

  • 12% of the employees observe around them manifestations of (informational) confusion, bureaucracy, silo mentality (“we, from the marketing dept.…”), hierarchy, long working hours, concealment of essential information, display of power. To these are added another 4% + 6 & – in total reaching 22%.
Figure 4 – Example of analyzing the perceived values ​​of a company – potentially limiting values ​​(2/2)

5. What are the personal values?

Personal values ​​are what we value more than anything else, our basic needs. As we know today, after 100 years of psychological research, these needs/ values ​​have a certain hierarchy that develops to some extent concomitantly with the biological development of an individual. This hierarchy also represents a hierarchy of how we see the world – at certain ages.

6. Where does “character mismatch” come from?

In the case of the employees in our example, the statistically accumulated personal values ​​look like in the image below, forming a kind of “typical employee of this company” (a kind of persona):

Figure 5 – Example of analyzing employee values ​​within a company

This persona (the typical employee of the company) has mostly level 3 needs/ values (in the second article of this series I will explain more): his actions “must be characterized” by logic, efficiency, quality, is based on experience and achievement (meritocracy). Equally, this person has level 5 needs: fairness, done with a spirit of responsibility (commitment), through cooperation and trust. Now you can pretty clearly imagine this employee, right?

On the other hand, the company persona, if we can say so, is one that is best characterized in Figure 3 – Example of analyzing the perceived values ​​of a company (1/2) – also shown below. What emerges would be a kind of mentality / personality dedicated to results and the image of the constituent teams in front of clients and also confusing, bureaucratic and secretive.


do not get along well with


7. How do you find your values ​​and how do you figure out if your work environment supports them?

I am certified and internationally qualified to use and interpret – analyze the results of the methodology considered “gold standard” in the field of values, Richard Barrett Values ​​System.

Personal values ​​can be found with tools specific to this methodology. This assessment can help you:

  • to know your values ​​and to align your daily behaviors with them, so that in time you become genuine and stressed;
  • to know what you want in life, what you need and which of the distractions and baits of society are for you and which are not;
  • to know what others in your team think about you, which is the difference from what you think about yourself, where this difference of perception comes from and how you can correct it so that you are perceived at your true value (at work or in life added).

Collective values ​​(at a team or corporate level) can also be found with specific tools and allow a company to:

  • know the real culture of the company, the one actually experienced by employees every day (with detailed explanations by departments, ages/generations of employees, hierarchical levels, gender, geographical location, seniority in the company, etc.);
  • align all work structures and processes so as to amplify the good effects of the values ​​expressed by the employees and to diminish the negative effects (absenteeism, turnover, poor performance, lack of commitment).

8. Conclusions

  • Personal values ​​are our fundamental needs that guide and order our lives most often unconsciously, day by day;
  • Culture (a team, organizations, nations) is the collection of values ​​shared by individuals in that group;
  • Cultural entropy represents the difference between personal values ​​and the environment in which we operate;
  • When the entropy is high, the individuals become demotivated and characterized by absenteeism, low morale, inefficiency and low commitment, high turnover (departures). When entropy is very high (over 50% -60%), there is the risk of bankruptcy, civil war or uncontrollable social movements (Richard Barrett has accurately identified the social risks in Venezuela – national bankruptcy – the United States – Donald Trump’s rise – and the Great Britain – Brexit-).
  • Entropy leads to the first reason why people do not work hard: they do not find themselves in the work environment.
  • Solving the cultural entropy of an organization is the responsibility of the management of that organization.

In the next article I will detail the second reason: employees have a definition of work that does not contain the idea of ​​performance.

9. Resources

An example of the analysis of the values ​​of a company.

Why does culture eat strategy for breakfast.

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George Bragadireanu

George Bragadireanu