How often have you walked into an organization and seen values and slogans printed on the walls—mantras that you’re expected to adopt without question? These values, often crafted by leadership or consultants, are supposed to define the organization’s culture. But here’s the issue: the people expected to live by these values often had no role in shaping them.
Now, imagine being recruited into a team and being told, “These are our values. Learn them. Live them.” The problem? Culture is not something that can be dictated—it evolves with the people within it.
The Myth of Fixed Team Values
A dominant myth in team and organizational culture is the idea that culture is singular, fixed, and universally shared by all members (McDougall et al., 2019). This perspective assumes that once values are set, they remain the same over time and apply equally to every individual. But in reality, culture is fluid and socially constructed, shaped by the everyday interactions, behaviors, and beliefs of those within the team.
Culture isn’t something a team or organization “has”—it’s something a team “does” through ongoing interactions. It is not a fixed set of values but rather an evolving process that changes as new individuals join, leadership styles shift, and team experiences unfold.
The idea that there is only one team culture is also misleading. In reality, most teams have multiple subcultures, where different groups—coaches, senior players, younger players, medical staff—experience and interpret the team’s values in unique ways. If leadership insists on a rigid, one-size-fits-all culture, they risk alienating team members rather than fostering engagement.
Why Team Values Should Be Dynamic, Not Fixed
When I work with teams, I encourage them to move away from rigid, pre-defined values. Every new member alters the dynamics of a team, influencing its interactions, behaviors, and underlying principles. Even a seemingly small change in personnel can subtly shift the group’s collective mindset.
Rather than seeing team values as timeless commandments, we should view them as guiding principles that require constant reflection and discussion. As McDougall et al. (2019) argue, organizations often assume that culture change is linear, meaning that a team transitions from an “old” culture to a “new” one. However, culture is never static; it is constantly being shaped by daily conversations, team interactions, and evolving social norms.
If we acknowledge that team culture is a living, breathing entity, then it makes sense that our values should also evolve. The best teams don’t force people to conform to old values—they create a culture where values are flexible, shared, and constantly refined.
How Can We Build a Shared Culture with Flexible Values?
Let’s try an exercise. Grab a piece of paper and write down 6-10 values that are important to you. Now, categorize them into different areas of your life:
- Family – What values shape your home life?
- Work – What values define how you approach your profession?
- Friendships – What values are key in your relationships?
- Leadership – What values guide you when leading others?
Once you complete this, you’ll likely notice something: your values shift depending on the context. You don’t hold the exact same values across every area of your life. And guess what? The same applies to your team. As your teams context changes so too does the values and behaviors required.
Each individual within a team brings their own experiences, perspectives, and values. Instead of excluding these personal values by forcing them to adopt pre-existing organizational ones, why not include them?
Moving Away from One-Size-Fits-All Team Values
According to McDougall et al. (2019), another myth about team culture is the belief that culture is primarily shaped by leaders and then “trickles down” to the rest of the team. In reality, culture is co-created, meaning that players, coaches, and support staff all contribute to shaping what the team stands for.
Teams can move away from rigid values by:
Regular discussions on culture and values – Encourage open conversations about what the team stands for.
Embracing diversity – Allow individuals to bring their own values into the team rather than forcing them to adopt a fixed identity.
Recognizing that subcultures exist – Not everyone within a team will see culture in the same way, and that’s okay.
Revisiting values over time – Instead of setting values in stone, treat them as evolving guideposts that adapt to new members and experiences.
In high-performance environments, the most effective cultures don’t resist change—they embrace it. Instead of viewing every new player or coach as a disruption to the existing culture, elite teams actively integrate new perspectives into their identity.
Final Thought: Culture as a Shared, Adaptive Process
The greatest teams don’t cling to a fixed identity—they evolve, adapt, and redefine their values through lived experiences, not just slogans. If we truly want a strong culture, we should stop asking people to fit into a mold and start helping them see how their values contribute to something greater.
