Values-Based Model to Foster Inclusive Organizational Culture

Abstract

This Master's thesis develops an employee-centric, values-based operational model aimed at promoting an inclusive organizational culture and providing practical recommendations for Diversity and Inclusion (I&D) principles to support inclusion and diversity within the organization. The thesis examines individual, employee-centric values in the workplace through an online survey, from which qualitative insights and fundamental employee-centric core values are derived using thematic and content analysis methods, identifiable by each employee regardless of the organization. From these core values, I&D principles are further compiled through expert interviews.

With the aid of co-development using LEGO Serious Play (LSP), a service design plan methodology is used to create a conceptual prototype depicting the values-based operational model, where core values and the I&D principles derived from them are examined through the lens of Bourne and Jenkins (2013) in terms of shareable and aspirational values, as well as potential value conflicts. The goal of the operational model is to map the current employee-centric value landscape and identify opportunities for more inclusive organizational practices, opening potential value conflicts as development targets for the organization, creating transparency and value dialogue. It is important to understand that inclusion is mandated by binding human rights treaties and thus is a legally obligatory goal that cannot be deviated from. The values-based operational model, therefore, does not focus solely on the goal of inclusion itself, but primarily on how inclusion is practically implemented through employee-centric values and organizational practices. This enables organizational learning, where conflicts serve as pathways to deeper understanding and promote continuous development in the realm of inclusivity.

Incorporating Peter Senge’s theories of organizational learning, this values-based operational model aims to promote a learning organization that supports continuous adaptation and development to strengthen inclusivity. The model combines theoretical insights with practical frameworks to address challenges arising from embedding deep diversity and conscious inclusivity into organizational practices. It lays the groundwork for future innovations that integrate a values-based approach into organizational structures, fostering more receptive and inclusive corporate cultures.

The case study, which incorporates features of both service design and constructive research, uncovers potential avenues for future product development and testing. Against the backdrop of further development of the values-based operational model, artificial intelligence technologies can enhance the model by boosting its efficiency and reliability in surfacing tacit knowledge to support organizational inclusivity. AI utilizes human-centered approaches to generate more authentic information, thereby enriching the operational model with deeper insights into organizational dynamics and employee values.