Discrepancy in internalized values of workers in extreme situations: Consequences for soldiers and risk for the organization

In the present paper, we address the double-edged role of values among Army personnel and how they can be used in information warfare. We suggest that value discrepancy may impact the agent's trust and consequently, affect behaviour and ultimately destabilize the organization. Based on cognitive dissonance theory and the meaning maintenance model, we hypothesized that exposing trained soldiers to information which confronts their core values and involves both their peers and their institution could promote an overwhelming reaction that could finally alter their trust in the organization. To examine the proposed model, interviews were conducted with 38 active-duty soldiers that permits to stress the importance of values for their personal life. To complete the interviews, a staged observation was led with the second set of participants (n=21). Its goal was to evaluate the soldiers’ reaction to a message aiming at their values. Qualitative and quantitative analysis of the Interviews confirmed both the importance of the said values and stressed the ambivalence toward their institution. The results of the staged observation suggested that a low credibility source of information aiming at their central values could lead to a direct emotional reaction, that could potentially lead to a decrease in institutional trust, and therefore ultimately in the organisation performance. The discussion focuses on the consequences of this mechanism, the fundamental necessity for the organization of taking this process into account. Finally, we suggest ways to cope with this risk which can alter strategy deployment and goal achievement. Cet article aborde le rôle à double tranchant des valeurs partagées par l’ensemble des militaires et la manière dont ces dernières sont susceptibles d’être utilisées dans le cadre de guerre informationnelle. Nous proposons qu’un écart au sein de ces valeurs peut éroder la confiance des agents et, de manière subséquente, affecter les comportements, voire déstabiliser l’organisation. Sur la base de la théorie de la dissonance cognitive et du « meaning maintenance model », nous avons émis l’hypothèse qu’exposer des soldats entraînés à des informations qui confrontent leurs valeurs fondamentales impliquant à la fois leurs pairs et leur institution pourrait favoriser une réaction suffisamment forte pour altérer leur confiance dans l’organisation. Afin d’évaluer notre modèle, des entretiens ont été menés avec 38 militaires en service actif permettant