It sounds like the purpose of these values is to provide guidance. From your piece: > It’s a framework that we can turn to whenever we’re faced with a difficul

It sounds like the purpose of these values is to provide guidance. From your piece: > It’s a framework that we can turn to whenever we’re faced with a difficult decision, whether it be about how to best architect something, how to prioritize our time, who to hire, or how we interact with each other. Why would you then leave a growing priority vague and up to interpretation? Isn't that exactly the type of miscommunication and lack of guidance you're trying to avoid? P.S. I do think the exercise is great and don't want to sound unnecessarily critical. Especially for such an important part of companies (people) and common issue in engineering organizations (management), though, it seems like one of the first places you should put a stake in the ground in terms of action, guidance, and specific commitments.