By taking utility as a value, it might seem we are inferring application for the sake of achieving something in return is the main factor influencing the worth of a resource. Sometimes this point of view is possibly valid. After all, having gone through the process of developing a skill but then failing to use it is pretty pointless.
Utility as a value, however, could also be read as an encouragement to perform to the best of our ability, regardless of the eventual outcome. The action element is again present, yet taken as part of the process rather than the result.
Within the workplace, utility as a value is, to a certain extent, held up as recognition of the role each of us has in the joint performance we contribute to with our work. The results obtained by any workgroup, team or company overall, consists of a number of duties undertaken in a seamless fashion.
Not everyone gets to headline the show as it were, though no part is too small to be overlooked. Taking utility as a value, or at least as a guiding principle, can help us maintain focus on shared desired objectives.
The less glamorous skills perhaps also include utility as a skill. Completing the filing, submitting the tax return on time or the like, are useful items in our toolbox, but again possibly fail to be considered to any great length.
Still, holding utility as a value we do, in our own way, acknowledge the ‘extras’ along with the ‘stars’ in our daily performance.
Thanks for reading this today. To join the conversation here on the issue of utility as a value, please leave a comment below.
Brian Groves DipM MCIM Chartered Marketer, CTI-trained co-active coach and freelance trainer, supplies professional and personal development through coaching, coaching workshops, marketing development training and English language training.
As an adjunct professor at the Catholic University of Milan, Italy, Brian teaches a postgraduate course based on dramatic texts and elements of coaching to examine various work-related performance matters.
Performance skills at work (2015), Personal performance potential at work (2014), Coaching, performing and thinking at work (2013), Reflections on performance at work (2012), Elements of theatre at work (2010) and Training through drama for work (2009).