This chapter discusses the conclusions of the book including examining the connection between surviving the Holocaust and food access in the ghettos. It discusses the challenges to core values that people in the ghetto faced as they sought adequate food for survival.

Culture can mean several things when referring to a group: identity, values, goals, principles. Culture can be defined from the inside or outside – how is your group viewed by others, either at your institution or outside? Is your group viewed as “functional,” in which the members get along with each other, work as a team, and accomplish important goals? Or does it carry a reputation of being a “difficult place to work”? Usually a culture is a mix, some elements hardworking and driven, some supportive and nurturing. This chapter talks directly about how to develop a positive culture for your group, and how to be explicit in the process. It starts with recognizing and acknowledging the elements of your core identity as a group – what are your guiding values and behaviors? It dives into the difference between acceptable behaviors that can stimulate the group and be positively provocative, versus those that can be negative, destructive, and unacceptable, and how to deal with them when they occur. It describes the principle of accountability and how all group members are responsible for the overall health of the group. It discusses how to handle difficult interpersonal interactions once they’ve taken place, and how to reset the team after a negative culture event. It reminds the reader of the importance of embracing diversity, that differing opinions are necessary and important, but negativity and destructive behavior is never helpful.

This chapter describes how to continue to develop as a leader. Great leadership is not something you ever really attain, but something you are constantly striving toward. Innovation and creativity help nurture your leadership potential; resting on your laurels leads to complacency and stale leadership. As with all things, this does not come without some work and introspection. Introspection is the work, and most leaders fail to develop because they’re unwilling or unable to take the extra steps to examine themselves and their group deeply, find out what’s working and what’s not, and come up with fixes. We discuss the importance of getting evaluations and feedback on your performance as a leader, and how to incorporate that feedback in a healthy manner. We discuss the importance of availability and accessibility. We talk about the importance of leading by example, “walking the walk.” We go into the importance of clear, concise, and honest messaging, as well as embracing change and learning from your mistakes. We reemphasize the importance of diversity and conclude with some core principles and values.

Effective, accountable institutions require a common understanding of their purpose, basic values and operating principles. The 1945 UN Charter was intended to establish a rule-based international order, based on the values and principles it enshrines, which have subsequently been elaborated in numerous declarations, statements and other documents adopted by the international community. Shared, internalized values form a crucial basis for collective international action, facilitating trust among diverse stakeholders and lightening institutional enforcement burdens. They also assist in addressing global complexity and the coordination of the vast field of actors associated with the modern, decentralized global governance landscape of diverse stakeholders, including private actors. Values and principles provide a basis for the design of “hard” obligations, as well as strong, legitimate institutions and governance processes with appropriate checks and balances. Contemporary good governance standards should be implemented at the international level, including, for example, governance quality indices based on human rights norms, principles of accountability, transparency, consultation and the rule of law. Global governance must strive to be effective, good governance, embodying high standards. Finally, this chapter sketches how a substantially reformed, values-based international governance system could work (e.g., via comprehensive UN Charter reform), operationalizing the various proposals in this book.