The Limits of Company Values:

Every value we had artic­u­lated came with an “anti-value” of some­thing else — a bias towards one side of a pole, and a push-against the other. Thus is the nature of val­ues — for exam­ple, valu­ing “adapt­abil­ity” means we’re de-valuing what­ever we think of as its oppo­site. Yet while we often think of this oppo­site neg­a­tively (e.g. “rigid­ity”), the same energy we’re reject­ing can come out with a use­ful expres­sion as well (e.g. “stability”).