The traditional values document is often a rather disappointing instrument for cultural change. If there is a perceivable difference between theory and practice, between the official policy and experienced reality. A value document will most likely be irrelevant as a change driver. This is because the traditional exercise that produces it does not question the underlying fundamental assumptions which shape the structure and culture of the organization, and the behavior that goes with it. (It is like the fish not knowing the water because it is all around it.)

Consider these three reasons to do so:

1. It makes it easier to explain why you've chosen to use operating practices that defy conventional management.
2. The assumptions can serve as touchstones for every new practice or process you consider introducing.
3. Explicit assumptions make it easier for anybody in the organization, even the most junior colleague, to speak up and say: "I wonder if what we are doing is in line with our basic assumptions".