My own personal integrity value is “Say what you do and do what you say”. Of course this is not always possible but as a guiding framework it influences my behaviour.

Simply put, I arrive on time, show up if I accepted a meeting and complete a task I committed to.  In some cases I have to communicate a change in committment with an explanation but I never just let a thing slide, once committed to.

A diifferent approach

Personal values are just that, personal.  However,  we do judge others by their values and typically our own expectations for behavior are influenced by our own value set.

I have recently came to the conclusion that a group I am familiar with practices the integrity value with a twist.  They say what they do, but only do what they can.

In essence, the completion of whatever is commited to is limited by desire, ability and attitude.  If we can do it, without too much effort or inconvenience, we will.

What is puzzling to me is the fact this team is surprised when others don’t always accept or even approve of this approach.  It is after all the cultural norm for that team; so it must be okay – right?

Interpreting the values behaviours

The group I refer to has adopted integrity as a value.  But, the behaviour associated with this value is linked to individual motivation, as I have described above , so I question the value.

That is, regardless of what was agreed (the say what you do part), personal motivation and committment drive the result, and if it falls short, that’s okay.

Unfortunately, with my own personal filters, this seems to be an off kilter approach.  It does work for the team though and interestingly they seem very comfortable with this.