the Historical Collection of the work of Dr. Clare W. Graves
- presentations, papers, recorded transcripts, notes -
Levels of Human Existence
and Their Relation to
Value Analysis and Engineering
Dr. Clare W. Graves
Professor of Psychology
Schenectady, N. Y.
(transcript of Q&A
session follows the paper)
At this, the Fifth Annual Value Analysis Conference, I am
certain that you are aware that the problems confronting the Value
Analyst have changed from what they were in the early years of
your professional history. According to my research into the
nature and history of your profession, I would say you are well
into your fourth generation problems and on the threshold of those
of the fifth generation.
As I see it, your first generation problems had to do with
developing your philosophy and the basic value analytic
techniques. In the second generation, they revolved around finding
a place for the Value Analyst in the organization beginning to
recognize his competency. The third generation problems concerned
you when I spoke to you two years ago. Then you were troubled with
getting Value Analysis accepted by management. But last year, as
the proceedings of the Fourth Annual Conference indicated, the
problems of acceptance by policy-making management had receded
into the background, ready to bring to the fore the fourth
generation problems. Today, it appears to me, I can be of most
service to you by relating my knowledge to your fourth generation
problems, which are amidst you today, and to the fifth generation
problems appearing on the horizon. From what I see, your fourth
generation problems are:
How can Value Engineers avoid succumbing to the very disease
they are trying to correct-narrow vision, resistance to
change, rigidifying thinking, etc. – a question brought to
your attention several times last year.
Now that management has accepted Value Analysis, how can it
be implemented into action? How does management take this tool
and put it to work? This is a problem which has brought up
repeatedly in what I have read and which has been asked of me
over and over again in my conversations with Value Engineers.
The third problem is beginning to take care of itself, but
since I intend to point out some things about it today, I
include it at this point. It is: How can the Value Analysis
increase his value and his usefulness to industry?
The fourth problem I would parcel out, though it is not
mutually exclusive of the others, is: In what regions of
organizational activity can Value Analysis be applied beyond
those regions in which it has been applied to date?
The fifth generation problems, which seem very intriguing to me
will, it appears, take you back full circle to your problems of
the first generation: development of the philosophy and techniques
of your profession. I will not take time to detail them now, but
in general, it seems to me that you must soon face reworking your
philosophy and your techniques in order that they come to fit the
new areas into which the concepts of your profession can be and
should be extended.
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