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Strategies often go awry because organizational leaders are not fully aware of the values held by its members. No matter how brilliant the analysis that underlies a strategy, it is the people ‐‐ from the board room to the factory floor ‐‐ who must understand and implement the strategy. That only happens when the strategy fits their values. Values matter. Ethical decisions and actions are based on values. The authors present a psychological theory that describes three levels of values: surface values, hidden values, and deep values, and explain how these values affect an organization’s leaders and followers as they pursue their mission.