Organizational Development in the Age of Division with MVRV Thinking

Updating Organizations through the Quality of Relationships

1. Introduction: Organizational Development in an Age of Division

One of the biggest challenges organizations face today is "division." The widespread adoption of remote work, the coexistence of diverse values, and changes in individual career perspectives have made traditional management approaches—based on a unified organizational identity—less effective. How can companies adapt to these changes and achieve sustainable growth? The key lies in organizational development that prioritizes the quality of relationships.

Relationships between companies and employees, as well as among employees themselves, are evolving beyond mere business transactions. In the past, organizations were primarily formed around "shared values," but moving forward, they need to shift toward organizational development that enhances the quality of relationships. If this transition is not managed properly, employees may not engage in the behaviors expected by the organization, leading to weakened cohesion, decreased engagement, and increased turnover.

2. MVRV: Without Relationships, Values Cannot Function

Many companies have adopted the MVV framework (Mission, Vision, and Values). However, in practice, many employees feel that values are too abstract and vague or that they do not function effectively as behavioral guidelines. The core issue here is that values are not properly linked to mission and vision—similar to the challenge faced by organizations where business strategy and organizational strategy are misaligned. To address this, I propose the MVRV framework (Mission, Vision, Relationship, and Value), which explicitly incorporates "Relationships" to bridge the gap between MV (Mission & Vision) and V (Values) and strengthen the foundation of organizational development.

The MVRV structure is as follows:

• M (Mission): The fundamental purpose and existence of the organization.
• V (Vision): The future direction and goals of the organization.
• R (Relationship): The nature of relationships within and outside the organization.
• V (Value): The guiding principles and behavioral standards (which must be based on R).

If R (Relationships) is not clearly defined, values become meaningless. For instance, a company that claims to prioritize "customer-first" service but lacks a well-defined customer relationship framework will struggle to put this mission into action. Similarly, an organization that emphasizes "teamwork" but fails to build strong interpersonal relationships will see these values reduced to empty slogans.

In organizations where values are diverse, relationship-building, which was once left up to individual members, must now be proactively defined and supported by the organization. This includes designing various relationships such as:

• Manager-employee relationships
• Peer-to-peer relationships
• Interdepartmental relationships
• Organization-individual relationships
• Employee-customer relationships
• Employee-external partner relationships
• Leadership relationships within the organization
• Employee-technology relationships
• Employee-community and societal relationships
• Employee-work relationship and workstyle design

3. The Return to Physical Offices in the U.S. and Organizational Conflicts

In the U.S., remote work became widespread, but more recently, there has been a strong push toward returning to physical offices. Many companies are concerned about declining employee engagement and creativity, leading them to require employees to come back to the office. However, this shift has sparked conflicts with employees who value workstyle flexibility. For example, major IT companies have officially announced their return-to-office policies, but these moves have been met with backlash, leading to mass resignations in some cases. This is not merely an issue of workplace location—it raises the fundamental question: "How should the relationship between organizations and individuals be restructured?"

To overcome this challenge, companies must go beyond simply requiring employees to return to the office. Instead, they need to establish mechanisms that enhance the quality of relationships between organizations and individuals. The key is not just bringing employees back into physical spaces but creating an environment that supports their growth and self-actualization.

4. Dialogue and Technology as the Keys to Enhancing Relationship Quality in a Time of Value Diversity

As values become more diverse and organizational divisions deepen, companies need to focus more than ever on the quality of relationships. In the past, individuals were expected to adapt to the organization's culture and rules, but that approach is no longer sustainable. To navigate this era of division, two crucial tools for enhancing relationship quality are:

• Dialogue
• Technology

Dialogue is the most fundamental method for fostering trust and empathy within organizations. When employees with diverse values engage in discussions and understand one another, the quality of decision-making improves.

Additionally, dialogue helps employees resonate with the organization’s vision and strategy, fostering a greater sense of unity. Implementing practices such as regular one-on-one meetings and an open feedback culture can significantly improve engagement and bridge divisions within organizations. Meanwhile, technology plays a critical role in maintaining and strengthening relationships despite physical distance. As remote work continues to rise, leveraging technology has become even more essential. For example: Engagement tools can visualize organizational health, track employee motivation, and measure psychological safety. AI-powered talent management systems can analyze employees’ strengths and career aspirations, enabling better workforce allocation and growth opportunities. By deepening relationships through dialogue and sustaining them through technology, organizations can effectively overcome the challenges of division.

5. Conclusion: Organizational Development for an Era of Division

Organizational development is no longer just a method for operational improvement—it has become a fundamental approach for adapting to an era of division by enhancing relationship quality. Organizations must move away from forcing value unification and instead create an environment where diverse values coexist and foster collaboration. To achieve this, companies must:

• Cultivate a culture of meaningful dialogue
• Strategically leverage HR technology
• Design flexible workstyles that accommodate employees' needs

Organizations are not just workplaces; they are spaces where value is co-created. The key question is: How can organizations design and strengthen relationships to maximize this value? Companies that face this challenge head-on and invest in building relationships with employees will develop a long-term competitive advantage in this new era.