Align Goals, Values, and Rewards those beliefs is enormous. Sustaining a desired culture requires both practice and faith, in that order. Or stated another way, "Fake it until you make it." Emergency service personnel, people subjected to crisis situations on a regular basis, practice what to do and how to do it. They practice over and over again, until the exceptional to the rest of us becomes their norm. Adrenaline is managed by reflex action, by automatic response ques. Companies can consciously practice their values and operating style in "what if" situations. If crisis, then what? What if the CEO, or any member of the leadership team, reacts counter to the beliefs being per- petuated, then what? Are there catch words, images, meeting protocols, previously agreed upon actions to be taken to short circuit "other cul- ture" behavior? At first, practicing crisis mode may seem artificial and self-consciously awkward during the drill. It is after that first real crisis, when the organization acts within its expected context and rationally ap- plies itself to the situation, that the practice shows its value. Faith in an organization's belief system and related operating style remains intangible until tested. It is an esoteric exercise until challenged by some form of reality. Behaving in accordance to a belief system in the moment of its greatest challenge is placing a great deal of trust in chance outcomes. But if that behavior is grounded in experience, practiced or real, it has a much better probability of being replicated under the most trying of conditions. And from that experience develops faith. It is prag- matic, but it works. 5 Values There is universal acceptance that the concept of an organization increasing its impact, when there is a stated, focused, aligned, and under- stood business purpose, has merit. There is also power in acknowledging what behaviors the organization values and shuns. Sound companies have adopted these concepts and acknowledged their behaviors almost from their inception. The scribing process may seek to tailor the words and images to keep them simple, dynamic, and succinct. But the fabric of who they are, how they operate, and what they value is already out there; none of these organizations wordsmith from blank cloth. The fabric of who they are, how they operate, and what they value has been established way in advance of it being institutionalized in writing or symbol. 53