A new concept of value
Why a new definition? Previous definitions of value are at societal, social or political level. These abstract constructs can provide a sociopolitical framework for the business view, but no more. Values must be personal so that they can also be felt and shared by perceivers. Therefore, a new and individual definition is long overdue.
The value is a measurement result of an individual perception or – in other words – a signal pattern. And if so, it is not only intentionally subjective, but also situational and dependent on experience. It results automatically from a neuronal processing. If the individual values, are then aggregated step by step, they can also lead to the previous value definitions at the company level or in companies. Everything arises from one’s own consciousness, which, with skillful self-measurement, paves a new path into the future.
- A value is the result of an individually perceived pattern.
- Intangible states can be measured as values.
- Self-measurement is valid if the person taking the measurement is “calibrated”.
- Values enclose business processes like fields enclose an electrical conductor.
- Quantum mechanics can be applied to business processes where people work.
- Linear combinations of values in business processes can result in physically measurable states.
- Entropy in business processes decreases as values stabilize.
Many methods I saw come and go. Corporate strategy, change management, process optimization, human resources development, business development, value analysis, new work. Again and again it didn’t work out because the “people” supposedly didn’t cooperate. Why didn’t it want to work in everyday life, even though everything possible had supposedly been done in the design? Values were defined and developed in workshops, but the effect in everyday life often fizzled out. Why? Because the values were defined too abstractly and key figures were not connected with emotions.
What makes people human was not depicted in the design. In retrospect, everything was perfectly clear: the techniques of modeling got stuck in technology. Processes were always just sequences of activities and “Taylorist Thinking” was simply transferred from production to social processes because people were not used to it any other way.
Emotional states and feedback loops were ignored or even forbidden because that would complicate the process. But it is the sequence of states in processes and the feedbacks that enable the mapping of emotional states, social contexts and human interaction in processes. But especially in healthcare and social communication, these are essential. Pure sequences of activities lead to tasks that neglect social and ethical aspects. The parallel processes of social interaction or documentation are an immanent part of smoothly functioning processes in everyday life.
The way to a solution is through values that are not abstract, but concretely based on the perceptions of all involved. Higher perception leads to detailed modeling that takes into account not only logic but also feelings and emotions. It is precisely these that stabilize processes with which people work. Digitized processes are not an end in themselves, but serve customers and employees. Values envelop the process and stabilize it. Therefore, I use new methods of modeling and a new concept of value. Because not only intangible values can be calculated with it. Empathy can and must be an integral part of people-oriented digitization.