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These tensions, if not addressed, can inhibit performance. <br />Consider that when researchers at Northwestern’s Kellogg School <br />of Management and Stanford Graduate School of Business put <br />together groups of college students to solve a murder mystery, <br />cohesive groups were much more able to come to consensus and <br />feel confident in their solution than diverse groups, but they were <br />also much more likely to be wrong. <br />Leaders need to be able to square the circle and build teams that <br />are diverse enough to be innovative, but cohesive enough to work <br />together smoothly. Our work with high-performing organizations <br />has shown that the best way to do that is by building a culture of <br />strong , shared values. <br />Building a Shared Mission and Shared Values <br />The link between values and performance isn’t always <br />immediately obvious. But consider that culture and values are <br />how an enterprise honors its mission and it becomes clear that <br />values are a crucial component of strategic intent. For example, <br />throughout his tenure, Steve Jobs’ commitment to fusing design <br />with technology was a value that attracted both customers and <br />talent. More recently, Tim Cook has been leveraging the value of <br />privacy in much the same way. <br />Similarly, signaling a shift in values can help attract new domains <br />of expertise. This was very much the case in the AI community, <br />which for decades prided itself on its meritocratic values. <br />However, when it became clear that the industry was <br />encountering serious ethical challenges, its commitment to <br />taking those concerns seriously helped attract organizations such <br />as the ACLU and Chatham House to its Partnership on AI effort. <br />Yet what is crucial for leaders to understand is that commitment <br />to values always comes with costs and constraints. Over a century, <br />one company we worked with has provided high-quality products