What do you see as the relationships between Giving Voice to Values and Sustainability? Incorporate specific examples from the Gentile readings. 
Please write 2-3 Paragraphs on this question.
Please find attached Examples how to answer also add Comments as a individual for each example
Example 1:
 I believe the relationship between Giving Voice to Values and Sustainability are tied together as group of values. Both topics deal with people trying to make ethical decisions based on values to do what is right for the company, society, or the environment. When discussing GVV or Sustainability one of the things to keep in mind is that the “Thinking or goals should be focused on short term as well as long term success.” People cannot just set goals or speak up to address issues now, but they also need to have the ability to address issues/goals now along with things to come. We learn values when we are young, and they can change based on our experiences in life but in GVV and Sustainability discussions they will have a major impact into what we believe is right and ultimately decide. When discussing both GVV and sustainability a person must know when the right time to speak up is and get key stakeholders on their side. When a person speaks up on an issue and wans to get momentum on a topic/goal having colleagues and managers on your side will help in being more successful. Having people who share similiar values will also help gain alignment. One of the assumptions from the reading was “Although I may not always succeed, voicing and acting on my values is worth doing.” When its time to speak up or set an example many times we do not know the responses we will receive but, in our hearts, when we feel we are doing what is ethically right based on our values the responses do not always matter. One of the first assumptions of GVV is “I want to do this”. A person or company must want to speak or commit to whatever they are trying to address. When committing to sustainability or GVV its not something you can just say you are going to do you have to be committed for your shareholders and stakeholders.
Comments: Please write 2-3 Lines as a individual comments .

Example 2:Please find attached PDF also provide comments for this PPt As individual.
Example 3::Please find attached PDF also provide comments for this PPt As individual.
Example 4: 
Giving Voice to Values is designed to help individuals learn to recognize, clarify, speak and act on their values when conflicts arise. Conflicts will arise between customers, clients, peers, stakeholders, and bosses in your organization when advocating your values/sustainability so you have to learn how to express your thoughts and feelings effectively to achieve your desired goals. GVV and Sustainability both involve conflict since they involve change and sticking to your values/core principles. More often than not people are afraid of being retaliated against speaking their mind so GVV provides a framework to expressing our opinion/values in the workplace. Giving voice to values focuses on the importance in aligning and individuals sense of purpose and of the organization. This is similar to sustainability since everyone needs to be involved for it to be successful and starts individual level and spreads throughout the organization at a grander scale. When conflicts arises reasons and rationalizations need to be provided when pointing out an ethical issues or problems. In both Sustainability and Giving Voice to Values it starts as the minority and works towards changing the minds of the majority.
Comments: Please provide comments as individual

MBA 715‐Week 5

Preeti Gopalani

This Photo by Unknown Author is licensed under CC BY

Discussion Question: What do you see as the 
relationship between Giving Voice to Values and 


Giving Voice to Values(GVV)

• What would I say and to whom? How to say it?

• What are the typical objections or arguments? 

• What will my response be to those arguments?

• How can I be the most effective in acting on values?

When I face 
conflicts to my 

GVV starts with recognizing that people possess values and ethics. And normally, many will encounter value 

conflicts in their careers when the way people want to live and the things they want to accomplish seem to 

conflict with the expectations of various stakeholders. In these situations, they want to choose to act on their 

values and would like to have the ability to voice their value successfully and effectively. People have the 

potential to act on and express those values, however, often remain silent. Mary Gentile’s goal in creating 

Giving Voice to Values (GVV) is to help individuals learn to recognize, clarify, speak, and act on their values 

when conflicts arise. 

The GVV program is based on the research that practice makes perfect. It focuses on scripting, creating 

ethical action plans, and practicing the script, which builds the skills, and confidence to voice their values. 

Practicing what to say develops a habit of voicing values (“ethical muscle memory”). The GVV approach 


 An emphasis on self‐assessment and understanding of one’s strengths. This leads to understanding 
one’s core values and purpose and is helpful when looking for a way to align one’s individual sense of 

purpose with that of an organization. 

 Opportunities to construct practice responses to frequently heard reasons and rationalizations for not 
acting on one’s values

 Positive examples of times when people have found ways to voice and thereby implement their values 
in the workplace.

 Learning to provide peer feedback and coaching to enhance effectiveness.
 Communicating our values, by using the style with which we are most skilled and comfortable with, will 

most likely enable us to speak up.


 Consider what is at stake for others as opposed to focusing exclusively on our own needs and desires.
 Objections, arguments, and justifications for not acting ethically will always be encountered. Identifying 

these arguments and developing responses to counter them will build confidence to act in effective 



Giving Voice to Values(GVV)

To develop the 
ability to face 
challenges in the 
form of reasons 

What are the arguments? What are the reasons and 
rationalizations you need to address? 

What’s at stake for others, including those who disagree 
with you

What levers can you use to influence those who disagree 
with you?

What is your most powerful and persuasive response? To 
whom it should be made? When and in what context?

Identifying the stakeholders and potential inhibiting arguments and rationalizations in advance helps us to 

recognize them when we encounter them and to understand the way of thinking that produces them. This 

provides an opportunity to script our responses and practice those responses.

Common arguments/rationalization examples encountered in values conflict include:

 Expected or Standard Practice: “Everyone does this, so it’s really standard practice. It’s even expected.”
 Materiality: “The impact of this action is not material. It doesn’t really hurt anyone.”
 Locus or Responsibility: “This is not my responsibility; I’m just following orders here.”
 Locus of Loyalty: “I know this isn’t quite fair to the customer, but I don’t want to hurt my


Some examples of patterns of reasoning and levers can identify over time and include:
 Thinking in the long run was well as the short run.
 Considering the situation in terms of the group and the firm’s wider purpose, rather than in terms of the

immediate transaction alone.
 Positioning oneself as agents of “continuous improvement” as opposed to the source of complaint.
 Consider who we need and can attract as an ally in our efforts
 Considering the costs to each affected party and looking for ways to recognize and mitigate these in order

to make our arguments more appealing.
 Assuming our audience members are rationalists and are looking for ways to make it feasible for them to

the right thing.


Ethical Values/Issues
What & How do I say?

Define Purpose & 
Acknowledge Choice

Identify Stakeholders

Self Assess

Scripting & Practicing

Anticipate conflicts
& arguments

GVV Process/Pillars

Keep it 

Put plan in place

CSR Guideline for 
getting started

Engage others and 
gather support

Where you want to go
Understand where 

you are now 

Relationships between Giving Voice to Value and Sustainability

Understanding risks

‘Never doubt that a small band of caring and committed people can change the world. Indeed, it is the only thing that ever has’
—Margaret Mead page 401 of The Sustainable MBA, Giselle Weybrecht

To be successful in the long term, these sustainability values must be embedded at all levels of the 

organization.  Sustainability generally starts in an organization with a suggestion or demand from the CEO, or 

one of the stakeholders of the organization. It usually starts when an individual starts exploring an idea based 

on one’s own values, that would perhaps bring social and environmental change from within any company or 

at any level. This entails collecting information and understanding where the company is at and where it 

should be to be socially responsible. It requires identifying the different stakeholders who would be affected 

with these choices, engaging with them, and gathering their support and aligning your values with that of the 

business that is looking at the way to embed sustainability goals across all functions. It requires understanding 

the risks, answering any arguments or rationalizations against implementation. After an action plan is agreed 

upon, and put in place, efforts need to be continued to bring improvements by continuous evaluation and 


As it can be seen from the above discussion, to be successful on its journey, communicating effectively at 

every level is key—at the start, during and after the plan has been embed. 

GVV with its process of learning to solve the problems of how to speak up for your values can be applied to 

sustainability. It is concerned with implementation of the conversations about our values and focus is on 

building skill in voicing those values. An individual interested to bring sustainability issues to the forefront can 

seek guidance from GVV on how to they can use their voice to bring focus on the CSR. It’s acceptance of 

presence arguments and addressing them by scripting, practicing would enable individuals to communicate 

effectively when rationalizations and objections to the change resulting from bringing in sustainability are 



An instance where GVV can be applied is where one of the arguments is regarding the question of 

“responsibility” and rationalization against the sustainability process (sustainability is often voluntary) is that 

‘This is not my responsibility; I am just following orders here.” GVV concept teaches to accept that presence of 

such arguments is normal and prepares the individual to be ready to be able to face such a situation. We can 

pre‐script our response as we know that this means the problem is already being acknowledged. The best way 

to respond is to not argue that it’s their responsibility but rather to engage them to come up with ways in 

which the situation might be effectively addressed and how CSR strategy can be embedded in the job. 

Motivating people may be easier with logic and rational thought. This could be the first step toward engaging 

others in the organization to bring a change.

Source: How to act on your values, with Giving Voice to Values founder, Mary Gentile ‐ Young Leaders of the Americas Initiative (state.gov), Jewellel Saunders


Relationships Between Giving Voice to Values and Sustainability

The first relationship that I see between voice to values and sustainability is reasons and rationalizations one needs to address:
In sustainability reasons and rationalizations are how sustainability is found. Without these two points how can we persuade the organization to work towards it.

The second relationship is identifying what is important to stakeholders:
In sustainability making sure the primary stakeholders’ key points are covered and can be maintained allows for the organization to achieve the desired state.

The third relationship is leveraging sustainability to influence those opposed:
This is where predictive models on sustainability can be used as leverage to influence those who oppose the model.

Relationships Between Giving Voice to Values and Sustainability

The first relationship between voice to values and sustainability:

Being honest without reason there can be no voice to values or sustainability because no organization is going to do something that make no sense. Therefore reason has to be the first step to take. We need to understand the reason we are voicing our values while making sure they align with the organization’s vision as much as possible.
Rationalizations come next as to make sure we can communicate through voicing our values which allows the dialect to begin. This is part of the foundation on why organizations with strong values make the move to sustainability.

Relationships Between Giving Voice to Values and Sustainability

The second relationship between voice to values and sustainability:

In this relationship making sure key points are identified and who they align with is critical. The reason why is because if key stakeholders are overlooked or undervalued it could be catastrophic for both values and/or sustainability.
Making sure to cover all groups and what is at stake for them allows for a stronger argument when values are voiced. We can take shareholders as an example, if what they identify as important is overlooked it could mean the end for that organization. The environment is a stakeholder which now carries more value because all resources come from it and without any more raw materials those industries are no more.
This one relationship is the link between values and sustainability and if broken could lead to the organization closing their doors.

Relationships Between Giving Voice to Values and Sustainability

The third relationship between voice to values and sustainability:

This is when sustainability predictive models can be used to influence those who oppose doing what is right. This is when voicing our values can actually lead to sustainability. There are predictive models which can show when a particular raw material will be no more in the current region being mined. This prediction can then be used to determine how much money the organization is expected to lose given those models.
Using this figures in charts with time as a measure can be used as leverage to show how the current path is projecting the end of the organization. This same chart can show how through voicing our values can lead to sustainability and the changes required in order to stay relevant in an industry.
Most personnel who oppose sustainability usually have a change of mind after being exposed to such briefings which shows how voicing our values can be a positive move.