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How to Castrate a Bull: Unexpected Lessons on Risk, Growth, and Success in Business by Pat Walsh, Dave Hitz

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Chapter 5. VALUES AND CULTURE: On Dilbert, Drooling, Lies, and Game Theory

Dan's first attempt to create a list of company values, shortly after he joined NetApp, failed miserably. We proposed the idea at an all-hands meeting, and a woman named Florence Chan stood up and asked, "How will these values be used against us?" She'd had a particularly bad experience with company values at a prior employer, but I have to admit that the meeting made me uncomfortable as well. Words like culture and values had Dilbert-ish connotations. I hate it when people tell me what my beliefs should be, so it seemed wrong—even hypocritical—for me to tell other people what theirs should be. People either believe something or they do not. Can their employer change that? ...

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