This article made me think about times when I have worked on group projects where people had very different priorities. For example, when I served on a student committee in high school, some members focused on getting things done quickly, while others were determined to make sure every detail was perfect. These differences often created tension until we finally sat down and discussed what each of us really valued in the process. Reading about the Levi Strauss managers using “values cards” reminded me of this experience, because once people put their values on the table, the conflicts started to make more sense and became easier to manage.

The article also connects to other concepts we have studied, such as Tuckman’s model of group development. The “storming” stage, where team members clash, often happens because of unspoken differences in values. What Jaffe and Scott describe in their workshops, open conversations about personal and shared values, seems like a way for groups to move past storming into the “norming” stage. Both the article and Tuckman’s model highlight the importance of addressing these conflicts before a team can truly perform well together.

Beyond my own experiences and classroom connections, I also see this topic as very relevant to the larger world of work today. Companies like AT&T and Nordstrom demonstrate that values are not just abstract ideals but needed tools for guiding decisions and motivating employees. I also think about organizations that face scandals or low morale, often the problem comes from a lack of alignment between personal values and corporate practices. When employees feel that their values connect with those of their organization, they tend to be more engaged, optimistic, and committed. In a time when workplace culture is such a critical issue, this article shows why personal and organizational values must be seen as living and active, not just as statements or rules.

Jaffe, D. T., & Scott, C. D. (2015). How to link personal values with team values