Basic Human Values
Values are crucial for explaining the choices we make and how we organize ourselves socially and personally. Thus, they form the motivational bases of attitudes and behavior. Research suggests that values and their structure are universal because they are structured in similar ways across different culturally diverse groups. However, individuals and groups differ substantially in the relative importance they attribute to the values. That is, individuals and groups have different value “priorities” or “hierarchies”.
Schwartz’ theory of basic human values identifies universally common, yet motivationally distinct types of values as well as the dynamic relations among them. Some values may conflict with one another (e.g., Connection and Status) whereas others are more compatible (e.g., Conformity and Security).
When we think of our values, we think of what is important and ideal to us. Each of us holds numerous values with varying degrees of relative importance. Also, a value may be very important to one person but less so to another. Generally, values are characterized by the following characteristics:
- Values are beliefs: When values are activated, they become infused with feeling. People become aroused if their values are threatened, feel despair when they are helpless to protect it, and are happy when they can enjoy it.
- Values refer to desirable goals: Values motivate action. We are motivated to pursue the values we find important.
- Values transcend specific actions and situations: What we value in one context usually applies for multiple contexts.
- Values serve as standards: The way in which we evaluate actions, policies, people, and events as good or bad, justified, or illegitimate, worth doing or avoiding are guided by our values. These evaluations are rarely conscious but become apparent when in conflict with a cherished value.
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Values are ordered by importance: People’s values form an ordered system of priorities that
characterize them as individuals and guide their actions as well as aversions. - The relative importance of multiple values guides action: Attitudes or behaviors typically have implications for more than one value. The tradeoff among relevant, competing values guides the individual’s attitudes and behaviors. Values influence action when they are both relevant in the context and important to the actor.
The model behind Match-V
Match-V is a contextualized, psychometric assessment measuring values inspired by Schartz’ theory of basic human values. Match-V includes 9 distinct, yet internally related values relevant to organizational characteristics, purpose, and culture.
Completing the questionnaire only takes 10-15 minutes and provides rich insight into the respondent’s individual values functioning as an internal compass guiding their motivation, attitudes, and behaviors as well as their preferences for and contributions to an organizational structure and culture.
The model is structured around a pattern of relations of conflict and congruence among values arranged in two conflicting dimensions and four congruent domains. Values opposing each other in the model includes conflicting beliefs, whereas values located in a single domain share the same broad motivational goal. Of course, people can and do pursue competing values, but not in a single act. They do so through different acts, in different situations.
In the first competing dimension, the model includes ‘Self-enhancement’ vs. ‘Self-transcendence’ values. This dimension captures the conflict between values that emphasize pursuit of one's own interests and relative success and dominance over others versus values that emphasize concern for the welfare and interests of others.
Status Idealism
Achievement vs. Connection
In the second conflicting dimension, we have ‘Self-restraint’ vs. ‘Self-direction’ values. This dimension
captures the conflict between values that emphasize the need for stimulation, independence of
thought, action, and feelings and readiness for change versus values that emphasize order,
conservation of what is well-known, and preservation of social expectations or norms.
Pleasure Conformity
Change vs.
Curiosity Security
Self-Enhancement
In the self-enhancement domain, you will find the values of Status and Achievement. These values are
based in qualities such as ambition, aspiration, and competition. People that prioritize values in this
domain typically assign great weight to their personal results and tend to measure them in a traditional
way, e.g. by means of personal recognition and prestige.
The Self-Enhancement domain consists of two values:
1) Status: Striving for power and influence
2) Achievement: Striving for results and acknowledgement
Self-Direction
In the self-direction domain, you will find the values of Pleasure, Change and Curiosity. These values are
based in qualities such as stimulation, interest, and excitement. People that prioritize values in this
domain typically requires flexibility and appreciate alternative ways of thinking and assign little value to
tradition.
The Self-Direction domain comprises three values:
3) Pleasure: Valuing fun and informality
4) Change: Valuing novelty and innovation
5) Curiosity: Valuing immersion and new perspectives
Self-Transcendence
In the self-transcendence domain, you will find the values of Idealism and Connection. These values are
based in qualities such as kindness, inclusiveness, and philanthropy. People that prioritize values in this
domain typically assign great weight to goals that benefits multiple stakeholders and with a humanistic
purpose.
In the Self-Transcendence domain, we find two values:
6) Idealism: Prioritizing altruism and inclusion
7) Connection: Prioritizing helpfulness and comradeship
Self-Restraint
In the self-restraint domain, you will find the values of Conformity and Security. These values are based
in qualities such as stability, commitment, and respect. People that prioritize values in this domain
typically assign great weight to ensuring harmony and refrain from actions or impulses likely to pose
major risks or to upset others or violate social expectations and norms.
The Self-Restraint domain includes two values:
8) Conformity: Appreciating rules and standards
9) Security: Appreciating safety and insurance
The 9 values in Match-V
Below the 9 values in Match-V are described. Interpretations of high and low scores are emphasized
and hypotheses for the attitudes, goals, and behaviors the respondent is striving for depending on
their individual score on each value is elaborated, focusing on the kinds of environments the
respondent will thrive in, what they will contribute and to what they will respond negatively.
1. Status
The Status scale describes the extent to which individuals are striving for classical career goals, leading
positions and being in charge, as opposed to valuing consensus and building equitable relationships.
Individuals who score high on this scale can be described as someone who is ready to make decisions
on other people's behalf and who is drawn to positions of power and who often has a strong desire to
be recognized and gain social prestige. This person wants to get ahead rather than get along and
supports and practices hierarchical relationships and structures at work. Individuals who score low on
this scale can be described as someone who wants to fit in and get along with others and preserves
relationships over self-interests. This person operates in a way that is more modest and inclusive to
others and does things without seeking for authority. High scorers run the risk of being dominant,
whereas low scorers risk losing influence in the company of high scorers.
From a cultural perspective, organizations characterized by high levels of status will often be
hierarchical, top down driven, or prestige focused. Organizations with low levels of status can often be
described as egalitarian, down to earth, and driven by consensus.
2. Achievement
The Achievement scale describes the extent to which individuals are striving for achieving ambitious
goals, gaining mastery, and becoming an expert, as opposed to being satisfied, laid-back, and more
interested in other pursuits. Individuals who score high on this scale can be described as someone who
is goal-driven and ambitious and is intentional about how they invest their time and energy. This
person enjoys challenges and pushing themselves and invests heavily into their expertise, quality of
work, and deliverances. Individuals who score low on this scale can be described as someone who is
driven to lead a more relaxed and satisfied life and is unlikely to overly challenge themselves unless
motivated by reasons other than intrinsic need to improve. This person is happy to follow the direction
and opinion of others and has interests beyond their career and professional development. High
scorers run the risk of putting too much pressure on themselves and expect the impossible of
themselves and their surroundings.
From a cultural perspective, organizations characterized by high levels of Achievement will often be
driven, ambitious, and highly goal oriented. Organizations with low levels of Achievement can often be
described as less result-driven, laid-back, and content.
3. Pleasure
The Pleasure scale describes the extent to which individuals are striving for enjoyment, fun, and
playfulness, as opposed to being restrained, formal, and solely task-oriented. Individuals who score
high on this scale can be described as someone who is fun, informal, light-hearted, and pursues joyful
activities. This person has a balanced approach to work, insisting on leveling pleasure and effort.
Individuals who score low on this scale can be described as someone who prefers to separate fun from
work and who prioritizes professional appearance and appropriate behavior at all times. This person is
usually focused on the task at hand and not easily distracted by other more fun and enjoyable
opportunities. High scorers run the risk of insulting someone, whereas low scorers can be perceived as
hard to integrate socially in an organization.
From a cultural perspective, organizations characterized by high levels of Pleasure will often be
informal, playful, and social. Organizations with low levels of Pleasure can often be describes as
serious, formal, and professional.
4. Change
The Change scale describes the extent to which individuals are striving for and seeking out change,
novelty, and variety, as opposed to tradition, continuity, and familiarity. Individuals who score high on
this scale can be described as someone who enjoys change and experimental environments and is
comfortable in times of change and uncertainty. This person is willing to take risks and try new things
and supports creativity and innovation at work. Individuals who score low on this scale can be
described as someone who practices and upholds traditions and prefers predictability and certainty.
This person analyzes potential consequences, prefers what is known to be true, and establishes
stability in the organization. High scorers run the risk of initiating too many new things without the
proper foundation for them, whereas low scorers run the risk of slowing down the development of the
company.
From a cultural perspective, organizations characterized by high levels of Change will often be
spontaneous, flexible, and adaptive. Organizations with low levels of Change can often be describes as
traditional, conventional and stable.
5. Curiosity
The Curiosity scale describes the extent to which individuals are striving for acquiring deep knowledge,
understanding the world and continuously learning new things, as opposed to being practical about
their own efforts and priorities, and focusing on what is truly necessary. Individuals who score high on
this scale can be described as someone who is highly curious and values time to immerse and
investigate a wide range of dispersed topics. This person enjoys widening their own perspective and
likes to learn new things. Individuals who score low on this scale can be described as someone who
prefers to rely on what they already know and understand and who adopts a practical approach to
knowledge. This person needs good reasons to immerse and values knowing how their effort will
benefit their current situation before accepting to invest the time and effort. High scorers run the risk
of wasting time on irrelevant information, whereas low scorers run the risk of lacking perspective or
overlooking avenues for refinement or improvement
From a cultural perspective, organizations characterized by high levels of Curiosity will often be expertoriented, knowledge-driven, and curious. Organizations with low levels of Curiosity can often be
describes as practical, frugal, and narrow-minded.
6. Idealism
The Idealism scale describes the extent to which individuals are striving to live closely to their own
moral principles, displaying altruism, and holding themselves and others to high social standards. This
is opposed to insisting on accepting the harsh realities of the world, being realistic as to what is morally
and ethically practical, and doing what is expedient. Individuals who score high on this scale can be
described as someone who is altruistic, valuing a strong sense of purpose in their work. This person
holds themselves and others to high social standards and has a clear sense of the right and wrong way
of doing things. Individuals who score low on this scale can be described as someone who is likely to
look after one's own and chooses to do what is profitable and efficient rather than what is the altruistic
or sustainable way to do things. This person is willing to challenge the "right" attitudes and is likely to
put their own and the organization's wellbeing before others’. High scorers run the risk of deprioritizing
profitability whereas low scorers risk overlooking higher purposes
From a cultural perspective, organizations characterized by high levels of Idealism will often be
respectful, principled, and purpose driven. Organizations with low levels of Idealism can often be
described as pragmatic, liberal, and willing to do what it takes to achieve its goals.
7. Connection
The Connection scale describes the extent to which individuals are striving to help others and work
closely with other people, assigning great importance to the well-being of their colleagues, as opposed
to being independent, self-reliant, and valuing clear and separate responsibilities. Individuals who score
high on this scale can be described as someone who enjoys working cooperatively and being part of a
close-knit team. This person sees helping other people as part of their responsibility and may find it
hard to say no, even when it might compromise their own priorities, getting caught up in other people's
problems. Individuals who score low on this scale can be described as someone who works best
independently and left to their own resources and prefers having their own time and space. This
person puts their own goals and priorities in front of those of others'. High scores run the risk of
neglecting financial targets in favor of individual considerations, whereas low scorers risk
compromising shared results in favor of their own interests.
From a cultural perspective, organizations characterized by high levels of Connection will often be
collaborative, team oriented, and helpful. Organizations with low levels of Connection can often be
described as individualistic and focused on individual responsibilities
8. Conformity
The Conformity scale describes the extent to which individuals are striving to comply to shared
standards, building a fair work environment and ensuring alignment by managing processes and rules,
as opposed to believing in individual freedom and influence as the foundation for business excellence,
accepting misalignment or even chaos. Individuals who score high on this scale can be described as
obedient, respectful, and compliant. This person expects everyone to follow the same rules and will feel
offended by disobedience or if someone violate rules or social norms. Individuals who score low on this
scale can be described as someone who is flexible and solution oriented, relying on common sense and
what they think is right in any given situation. This person can be self-serving, ignoring rules or acting as
if they do not apply to them. High scorers run the risk of being inflexible and inhibit personal initiative,
whereas low scorers risk introducing anarchy.
From a cultural perspective, organizations characterized by high levels of Conformity will often be strict,
rule-driven, structured, and bureaucratic. Organizations with low levels of Conformity can often be
described as anarchistic, free, and chaotic.
9. Security
The Security scale describes the extent to which individuals are striving to limit uncertainty, risk, and
rash decisions, promoting quality assurance, as opposed to valuing bravery, efficiency, and the courage
to take risks. Individuals who score high on this scale can be described as cautious and is typically wellprepared, safe-guarding safety and quality. This person hates making mistakes and feels insecure when dealing with uncertainty and unpredictability. Individuals who score low on this scale can be described as someone who is willing to take risks and able to handle adverse situations calmly. This person may ignore mistakes or show up unprepared. High scorers run the risk of being overly cautious and risk aversive, whereas low scorers risk overlooking clear warning signs.
From a cultural perspective, organizations characterized by high levels of Security will often be
cautious, compliant, and thoughtful. Organizations with low levels of Security can often be described as
fastmoving, courageous, and unrestrained
Languages of Match-V assessment
The language of the assessment questions can be set to eleven languages:
- Danish
- Dutch
- English (UK)
- English (US)
- Finnish
- French
- German
- Norwegian
- Polish
- Spanish
- Swedish
The language of the the instructions and test tour can be set to four languages:
- Dutch
- English (US)
- Norwegian
- Swedish