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while simultaneously inspiring higher conduct In this way, values are actually a more ef cient determiner of HOW we do what we do than are rules When we embrace a value and weld it to our behavior, we believe in what we do Business de ned in values terms is business done for a higher purpose, inspired for the greater good A person aligned with a company value will be less likely to betray that value, because to do so does not just break a company policy; it betrays the self At the root of these cultures lies shared values, the HOWs that guide every interaction.

We use Algorithm B to find an assignment for (G, w), which has a span of L = max{c0w(u) + (2c1 c0)w(v)|(u, v) E} The assignments of different phases are then combined without causing conflicts, in the same way as described before, to give a final assignment of span at most (4/3) Tc1 + (1) From the definition of T, we have that Tc1 (1) is a lower bound, which gives the required performance ratio of 4/3 In [3], a labeling is given for hexagon graphs with constraints c1, c2, c3 = 2, 1, 1 (Hexagon graphs are referred to as cellular grids in this paper) The labeling has a span of 8, which is proven to be optimal, and a cyclic span of 9.

Business has become really good about safety since the early 1990s, in great measure because, perhaps without realizing it, it shifted safety from a set of rules and programs to a part of its core values system, and then found a way to transmit those values throughout the workforce In other words, it changed safety from a vertical silo of WHAT into a horizontal force of HOW that powered every part of the operation, shifting it from a set of rules to a part of culture And it succeeded From 1992 to 2002, US workplace fatalities declined 11 percent, and injuries and illness in private industry declined a remarkable 34 percent, not from more safety cops, but from more safety belief.

5 Anarchy and lawlessness, blind obedience, informed acquiescence, and values-based self-governance represent the four basic types of group culture, but almost no company, team, or group is wholly one or another; they often contain bits of each in different measures When that top salesperson decides that expense limits do not apply to him and orders the most expensive bottle of wine on the menu at his dinner meeting, he in a sense indulges anarchic impulses Rules are not for me, he seems to say I ll get it done my way (Although such mavericks have a special place in the history of business, when most people organize to achieve something bigger than themselves they tend to embrace some sort of regulating system, so we will not focus much on anarchy and lawlessness for the purposes of this discussion.

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