How to Use Scenarios to Align Company Values and Culture
No Clear Path Forward
Leaders are often pulled into conversations where the right path isn’t clear. Sometimes a decision’s already been made—but it doesn’t feel right. These situations often involve individual or team behavior, strategic decisions, and culture alignment. And they live in gray space—where there’s no clear instruction manual.
What “Gray Space” Looks Like
When teams aren’t aligned on values, decisions in these gray areas can feel inconsistent or unfair.
Here are common examples:
Inconsistent handling of flexible schedules causing employee frustration
A top performer repeatedly showing disrespect toward teammates
Mismatched cultures emerging during a merger or acquisition
Hiring practices raising concerns about diversity
Unequal pay between groups with no clear rationale
What Matters Most?
Leaders can’t plan for every scenario. And even when policies exist, applying them can spark debate.
So what guides the decision? A shared understanding of “what matters most as we work together.” Values should serve as a compass. But often, leaders interpret that compass differently—leading to misalignment, confusion, and even risk.
The Power of Scenario Conversations
At a former employer, we held annual ethics scenario conversations. Leaders would discuss tricky situations and debate what action aligned with company values. It was eye-opening—and helpful. The only downside? It happened once a year.
What if scenario conversations happened more regularly?
They build alignment, create clarity, and boost confidence in handling future situations.
How Scenario Conversations Work
Here’s a simple framework:
Leaders brainstorm realistic scenarios—things the team might actually face.
Choose one and discuss:
Which of our values show up here? Why?
Ideally, how would our values guide us?
Are policies aligned with this approach? Do we need to revisit anything?
What are the upsides and downsides of possible actions?
Bonus: Do our values still reflect what matters most? Are there any we should revisit—or policies we should add?
People choose organizations where the culture reflects their purpose. That takes aligned leadership—and values that guide real decisions. Scenario conversations turn values from posters on the wall into action.
