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Values Perspective
Report™
for

Reagan Watson
CLP Winter 2016 5688
01. February, 2017 UTC

Values Perspective™ Report
Reagan Watson: CLP Winter 2016 5688
01. February, 2017 UTC
Page 2

Welcome to your Values Perspective™ Report
In responding to the Values Perspective™ Survey, you made a conscious selection from among 102 value
priorities, presented in three steps. While these values by no means represent the total possible number of human
values, they are based on research. This Report will help you to understand your choices.
Your selection of values indicates how you tend to use your personal energy, make decisions, and form
relationships with others. You know from your own experience that others may hold different values from your
own. It is important to note that this report does not suggest that any value or values Perspective is preferable to
any other. Nor does it correlate to levels of development, intelligence, or morality. Your Report does suggest what
your general view or Perspective on the world is, based on the choices you made in the survey, and, on the
following pages, will give you ways to think about this and its implications for your personal life and work.

Your Core Perspective: Management
We each tend to hold a Core Perspective, where the largest percentage of our values energy is expressed.
Though it likely characterizes your general worldview, this does not mean you are limited to this Perspective.

Your Top Priority Values
The values you selected and rated as highest-priority are the ones you tend to draw on most often. Generally,
those ranked highest tend to direct your attention the most strongly. These values may represent your natural
talents, or they may represent areas you recognize as needing more of your attention.

Your Highest-Priority values are:
1. Well Being
2. Respect
3. Independence

4. Beauty
5. Physical Functioning
6. Sensuality

© Kairios 2015, Cheryl De Ciantis Ph.D., & Kenton Hyatt Ph.D.

7. Predictability
8. Decisiveness
9. Responsibility

Values Perspective™ Report
Reagan Watson: CLP Winter 2016 5688
01. February, 2017 UTC
Page 3

Your Values Perspective™ Summary
Introduction to Your Core Perspective
All of us, as individuals or together in groups, hold one Perspective more strongly than others. Each Perspective
suggests particular characteristics, and each has unique advantages and challenges associated with it. It is
important to note that no Perspective is better than any other. As life conditions and demands change, you may be
challenged to assess your Core Perspective in regard to the way you live and the work you do, and decide if
changes should be made in how you are directing your attention and energy—or not. It is entirely up to you and
your best judgment about how to best live your life in a way that honors the values that are most important to you.

Values Perspective

Management Perspective
The values in the Management Perspective are concerned with organizing and governing, so they are generally
found in business organizations and other institutions that present a hierarchically expanded context. Values in
these contexts are often presented and understood as policies and are implemented in proven, standard, or
approved procedures. This Perspective is a natural outgrowth of the Family Perspective, which is about the basic
values that are important for working in groups. The values that govern what is important in the expanded context
of the Management Perspective are more oriented toward managing the priorities in larger, more complex contexts
and situations. By contrast, it is not uncommon for groups or teams within organizations to operate day-to-day
within the Family Perspective, which places an emphasis on smaller groups, held together by bonds of personal
affiliation.
The Management Perspective is the most typical framework for medium- and larger-sized organizations and
institutions, and to some natural degree, the people working within them, to establish as a Core Perspective.
Control of resources and designation of authority resides within the structure of the organization or institution
itself. Legitimate authority is distributed to various people and typically follows a hierarchy which defines levels of
responsibility. Responsibility is held by individuals based on willingness to assume it, technical competence, and
readiness as assessed by those in higher authority. This Perspective is not limited to organizations. Indeed, as
individuals we all need to be able to operationalize values in this Perspective.
The Grounding, Family, and Management Perspectives all hold a common objective, which is to establish a
stable, reliable, and manageable world. The values in the Management Perspective are those that support the skills
necessary to maintain operations and stability in a predictable, controlled manner.

© Kairios 2015, Cheryl De Ciantis Ph.D., & Kenton Hyatt Ph.D.

Values Perspective™ Report
Reagan Watson: CLP Winter 2016 5688
01. February, 2017 UTC
Page 4

Your Core Perspective In-Depth: Management
As your strongest Perspective, the Management Perspective receives most of your attention and energy. This
Perspective emphasizes managerial responsibility, control over one's span of authority, and achievement as
defined by recognizable norms. Whether or not you work in an organizational situation, we all need to manage our
lives through the creation and maintenance of rules and reliable structures. In the Management Perspective,
establishing foundations of stability and control is necessary to flourish in a changing world. This is accomplished
mainly through the institutions and organizations in which we work, and we rely on policies and regulated
procedures to achieve productive outcomes. Problems are identified through reliable sources of information,
defined and solved through rational effort and analysis, and delegated to members of the organization best
equipped to solve them. Whom we communicate with and when is regulated by hierarchal structures and roles.
Rewards are achieved through personal merit in accordance with policy standards. The Management Perspective
is strongly emphasized in "First World" societies, and developing societies increasingly aspire to it.

Suggestions for Development
Maintaining effective structure is a continual challenge in today's changing world. Thriving in this Perspective
often and increasingly requires attention to values like Competence, which necessitates ongoing skill evaluation,
leading to training and education. People having this Perspective may feel a pull toward skill-building and
education, not only to be successful at one's job, but to feel self-confidence in one's abilities to advance and
achieve on a personal level. Taking more personal responsibility for developing one's own technical and
managerial competence is an important factor in development.
As a Core Perspective, the Management Perspective may tend to lead toward an over-reliance on analytical and
structural skills. One of the common risks for people who invest the greatest amount of their attention and energy
in this Perspective is a lack of the people and relationship skills -- the "soft skills" -- needed to fully accomplish the
goals and objectives that are vital to this Perspective. Communication and interaction processes may tend to favor
structural efficiency by being overly or narrowly goal-focused, or simply be driven by policy and procedure, at the
cost of the kind of interpersonal interaction that leads to sharing information and ideas that can be critical to
understanding and being effective in complex, ambiguous and changing situations.
Strengthening Your Foundation Values. Values Perspectives that are foundational to your Core Perspective are
Grounding and Family (see table on previous page). In times of crisis or prolonged stress, we need to rely on
those foundational values and skills, and to have them already in place. Be sure you are devoting sufficient energy
to securing your most basic values, those found in the Grounding Perspective, (involving issues of safety and
security, and the most basic relational needs of physical affection and kindness toward others); and your Family
values (the values that provide stability in the home or among the people you are closest to, and are characterized,
for example, by loyalty and respect toward others).
Activating Vision Values. Your Vision values are your "growing edge" -- those in the Perspectives tending
toward expanded levels of awareness of yourself and your relationships with others (Relational Perspective), and
toward growing awareness of the larger systems in which you live and work, beyond family and beyond a single
organization (Systems Perspective). One of the most common errors from the Management Core Perspective is
over-valuing Rationality to the extent of overlooking the Relational Perspective values, and trying to "jump" to
Systems Awareness. Without the relationship values in the Relational Perspective (which include Empathy toward
others who are different from you), Systems Awareness values are detached from the human interactions essential
to the maintenance of systems networks. Such a values "gap" will prevent the Systems Awareness Perspective from
being fully realizable. In other words, learn about your own unique cognitive and emotional preferences and how
others' can be different; learn how to listen, and be fully present with others. These values and skills are
foundational to extending your reach and being effective in the more expansive value-arenas of Collaboration and
Strategy.

© Kairios 2015, Cheryl De Ciantis Ph.D., & Kenton Hyatt Ph.D.

Values Perspective™ Report
Reagan Watson: CLP Winter 2016 5688
01. February, 2017 UTC
Page 5

© Kairios 2015, Cheryl De Ciantis Ph.D., & Kenton Hyatt Ph.D.

Values Perspective™ Report
Reagan Watson: CLP Winter 2016 5688
01. February, 2017 UTC
Page 6

Your Highest-Priority Values In-Depth

Your Highest-Priority values are:
1. Well Being
2. Respect
3. Independence

4. Beauty
5. Physical Functioning
6. Sensuality

7. Predictability
8. Decisiveness
9. Responsibility

Your highest ranked priority values are those values you tend to draw on or turn your attention to most often.
Generally, the values you have ranked highest tend to dominate your awareness. Lower ranked values can act in
support of higher ranked values, or act alone, depending on the requirements of a specific situation. The exact
rank-order is never rigid, but rather, tends to be dynamic. As you work with these values you will be able to
observe with increasing awareness when each is being called upon.
These values may represent your natural talents and preferences, or they may represent areas you recognize as
needing more of your attention. In the first case you will likely have skills to support these values. In the second
case, you may need to develop skills to support specific values. Note too, that it is the nature of values that least
some of your highest-priority value choices are likely to remain important and hold energy for you for years to
come; some even for a lifetime.

Questions to Consider
use these questions to reflect on your Highest-Priority values
How To Use The Questions Below:

On the following pages are the values you selected as most important to you, in highestpriority order. As you read the definition and consider the questions for each value,
remember also that how you define and live each of your values is influenced by your
Core Perspective. Accordingly, you may want to refine the definition of the value to best
express what it means for you.
Not all of the many questions pertaining to your highest-priority values will be relevant to
your present situation or interests. We suggest you choose only a few questions relevant
to your highest-priority values---focusing only the ones that interest, intrigue, or challenge
you the most---and reflect on them.
Other questions that appear below may become more relevant in the future, so be sure to
save this Report for future use.
If an important value in your life is missing from this list, add it.
Make notes on your reflections, discuss them with a friend, trusted confidante, counselor
or coach, and use them to make some decisions about how you will live your values.

© Kairios 2015, Cheryl De Ciantis Ph.D., & Kenton Hyatt Ph.D.

Values Perspective™ Report
Reagan Watson: CLP Winter 2016 5688
01. February, 2017 UTC
Page 7

1. Well Being - A state of mind and body that includes being happy, prosperous, or healthy.
What does well being mean to you? What conditions create this state of mind for you? Are they
mental, emotional or physical conditions, or some combination of these? How do they affect
you positively? When in your life did you become aware that well being was important to you?
How? Is there someone in your life who has inspired you to an awareness of well being? If so,
who, and how?
How much of the time do you live in a state of well being? What do you do to ensure that these
conditions are present as often as possible? How will you ensure that you are in a state of wellbeing as you grow and age?
Is there anything that challenges your state of well being? If so, how do you respond to
challenging conditions? Are there any attitudes or skills you need to develop in order to live in
continued well being? If so, what and how? In what ways do you inspire a sense of well being, or
a desire for well being, in others?
2. Respect - Recognizing the worth, accomplishments or property of others.
Respect is basic to all productive relationships. But because it is so basic, it is often assumed to
be in operation but may not be fully supported by behavior. Without respect, human
relationships will not develop. How do you regularly recognize the worth and
accomplishments of others, respect their property and their rights as people?
How do you feel when you are respected, even if you disagree with someone? Respect must be
shown to be appreciated, and this can be done in many different and subtle ways. We most
often reveal genuine respect though our spoken language and immediate behaviors. Pay
attention to those around you to learn how they think and feel about being respected of
disrespected. Respect must be authentic, genuine.
Identify how establishing respect with an individual supports the relationship you have with
that person. Then begin to examine other relationships you have, looking for ways to
strengthen respect. Do you reinforce your respect for that person regularly?
If you a member of a work group, become aware of the respect shown to individual members.
Rather than admonish people to show respect, become a behavioral role model. Your efforts
will be noticed and appreciated.

© Kairios 2015, Cheryl De Ciantis Ph.D., & Kenton Hyatt Ph.D.

Values Perspective™ Report
Reagan Watson: CLP Winter 2016 5688
01. February, 2017 UTC
Page 8

3. Independence - Thinking and acting without outside control.
What are the areas in your life where you exercise the most, and the least independence? (For
example, what decisions at work, which financial areas or items, being free from your historical
influences, etc.)
How does independence connect with other values, especially your top priority values?
How do others, with whom you live and work, perceive your independence? Are there times
when they would benefit from more information from you? What will you do to ensure you are
aligned with others around you while maintaining your independence?
Being able to live and work independently is essential in personal and organizational life. How
often do you seek guidance from others, especially those you hold in respect?
Independence may seem like a natural part of your personality, and if so, there may be times
when you exercise too much independence. When does that occur? How might you use other
priority values to ensure you do not become overly confident or isolated?
4. Beauty - Being emotionally moved through connection with nature or art.
How do you define Beauty in your life? How do you feel when you encounter something of
beauty? When do you remember first being consciously moved by something of beauty? What
was it and when? Why is beauty important to you? In what ways has your encounter with
beauty defined who you are? How does Beauty interact with your other highest-priority values?
What kinds of beauty move you? Objects, people, art, aspects of nature, ideas? What do you do
to bring encounters with beauty into your life?
What role does beauty play in your relationships with others? Your work? Your leisure? Do you
have enough opportunities to enjoy beauty as much as you would like? If not, what can you do
to bring more Beauty into your daily life? If so, how do you create such opportunities in your
life?
Does your connection with beauty impel you to express yourself about it? If so, how? Is it
important for you to share your love of beauty with others? If so, how? Are you a creator of
beauty for the benefit of others? If so, in what ways? If you do not feel you are, would you like to
be? If so, how would you bring an appreciation of Beauty into the lives of others?

© Kairios 2015, Cheryl De Ciantis Ph.D., & Kenton Hyatt Ph.D.

Values Perspective™ Report
Reagan Watson: CLP Winter 2016 5688
01. February, 2017 UTC
Page 9

5. Physical Functioning - Having a healthy and capable body.
What does physical functioning mean in your life? Are you fit in terms of basic physical health?
Do you have a routine to take care of yourself physically? Is your diet healthy?
Do you overindulge or abuse your body in any way? If so, in what ways can you improve your
physical functioning?
This is a foundation value and if you have selected it as highly important, that selection may
indicate a special need to attend to this area. If you are ill, or physically challenged by
temporary or permanent circumstances, what can you do to function physically at your best
capability? Do you have family or other adequate support structures in your life? If you need
help in any way, do you know where to get it?
6. Sensuality - Pleasure in physical, sensual or sexual ways.
In what ways do you experience sensuality? When did you first become aware of sensual
pleasure and its importance in your life? Are there others in your life who have been important
to your experience of sensuality? Who are they, and in what ways? What does sensual pleasure
add to your life?
Do you have a favorite sensual modality, for example, eating, or sex? Have you experimented
with that modality? If so, in what ways, and how did this increase your pleasure? Have you
experimented with additional modalities, such as smell or touch? What could you do to
increase your sensual connection to the world through experimenting with additional
modalities (for example, taking a walk and noticing all the scents that come to you, or adding a
dimension to your sexual play).
Do you have friends or a significant other with whom you share sensual pleasures? If so, in
what ways could you add to the enjoyment you experience together? Do you talk about
sensuality together? If you do not have a partner, in what ways might you share sensual
experiences appropriately with another person or people?
This is a foundation value and if you have selected it as highly important, that may mean that
the satisfaction of this value is vital to your experience of life, and therefore it is important for
you to find appropriate ways to experience and express your sensuality.

© Kairios 2015, Cheryl De Ciantis Ph.D., & Kenton Hyatt Ph.D.


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