The article’s focus on action connects with several things we’ve read. It matches the idea of “behavioral integrity,” which says people trust leaders when words match deeds. It also links to psychological safety research: when teams agree on norms, people know how to speak up without fear. The piece also lines up with SMART goals. Values are effective when they’re specific (named habits), measurable (we can confirm that they did happen), achievable (simple habits), relevant (aligned with our work), and time-bound (weekly habits). Another overlap is conflict management. Conflicts don’t tend to occur around the task; conflicts occur around values. One person cares about speed, another cares about quality. If we name and balance those early on, we avoid blow-ups later on. Reading this also reminded me of ethics case studies we did. In them, tragedies almost always began with unclear or ignored values. By codifying values as everyday habits, groups make it harder to get trapped into shortcuts. Unlike books that possess values in the mission-statement level, this article offers step-by-step recommendations: share your values, agree on team values, develop a simple credo, and keep revisiting it. That actual ladder makes the concept practical, not just inspirational.