When leaders are willing to talk through their own decision-making process, making visible that values are an important consideration, this sends a powerful signal to employees.

The whole endeavor becomes less about a constraint on action and rather about helping us to be more of who we would actually like to be, at our best and if we felt it were possible. Rather than positioning effort as being about "thou shalt not," it becomes all about "can do!"

I am most comfortable in a "learner" role, I may raise my values-related concerns by asking the well-crafted and well-timed question, rather than by strenuously arguing a particular point of view. Or if I am a risk-taking, aggressive manager, I may frame the values conflict as just one more challenge that I want to take on, as opposed to a "constraint" on my action choices.

We try to effectively free ourselves up to be creative, to think about what might be possible, to come up with truly innovative ways to enact our values-driven positions.

I believed that we would all come to better decisions and we would create more humane and ultimately more livable and more sustainably productive workplaces if we knew how to speak to each other about difficult issues and if we were more able to listen to and learn from diverse points of view.

Perhaps sometimes we have self-serving sense that we often experience when we believe we know better than our boss, our teacher, our spouse or partner, our friends, our political leaders - if only they would listen to us!

As for my interest in diversity, I believe it is closely aligned with my work on the project, Giving Voice To Values. That is, there are often times when we may witness or personally experience situations where some individuals are not treated with the same respect or care as others, precisely due to some difference in their identities, their styles, their experiences, or their perspectives. Often it is difficult to speak up in such a situation, for ourselves or for others.