Reading Jaffe and Scott made me think about a class project where my group kept clashing without understanding why. I focused on reliability and clear communication, while a teammate pushed hard for originality. The article’s idea of starting with a simple values sort and then naming the behaviors for each value seemed like the step we missed. If we had mapped our top values and agreed on “what we’d see more of” and “less of,” we could’ve avoided a lot of friction. I realize we only cared about finishing on time without thinking about what success means. Completing an objective on time is the ideal goal, but understanding each teammate’s strengths and weaknesses would make the overall product more effective (Jaffe & Scott, 1998).

Jaffe and Scott say that values only matter when they become clear behaviors with real rewards. This is similar to The Hunger Games novel. Katniss’s main value is protecting her family and the vulnerable. This is evident in her actions: she volunteers for Prim, teams up with Rue, and refuses to kill Peeta. Her choices reflect a set of values in the arena, where alliances depend on shared ideas like care, trust, and fairness. The Capitol emphasizes honor and tradition, but its reward system promotes spectacle and ruthless individualism. As a result, tributes quickly discover the true culture (Collins, 2008).

Nordstrom’s focus on one principal value, customer satisfaction, shows how clear principles allow frontline workers to make decisions. Levi Strauss managers work together to create a set of shared values, and AT&T teams write specific behavior guidelines. This approach fits today’s teamwork, where rules can’t cover every situation. The concern about “values for the wall” feels relevant when companies talk about empathy but use metrics that hurt collaboration. On the other hand, prioritizing and rewarding consistent behavior provides a realistic way to build credibility and trust.

Collins, S. (2008). The Hunger Games. Scholastic Press.
Jaffe, D. T., & Scott, C. D. (1998). How to link personal values with team values. Training & Development, 52(3), 24–30