When individuals know that their uniqueness is valued and may even be seen as the strength they bring to the team; they feel psychologically safe to be themselves and perform with purpose. However, when they sense and notice examples of culture in the organisation where sameness is valued, they try to shed parts of them that are not welcome and try to fit into what is valued. Thus, creating an alternate identity similar to the others in the organisation. If we pick from the example in the story, imagine every animal being a Deer; how would that change the story? The culture that values sameness also drives unethical behaviours in teams that lead to mistrust and low psychological safety. Sinclair 1993 writes that there are two approaches to organisational culture. • One that holds that creating a unitary cohesive culture around core moral values is the solution to enhancing ethical behaviour. In terms of ethical outcomes, the feasibility and desirability of this approach are questioned. • The second model that Sinclair queries regarding the existence of organisational culture argues that organisations are nothing more than shifting coalitions of subcultures. In this second model, the very porousness of the subcultures provides a catalyst for the scrutiny and critique of norms and practices. Such diversity and debate are construed as potentially a better safeguard for ethical behaviour than the uniformity promised by the unitary, strong-culture model. Thus, the second model supports creating high belonging and high inclusion cultures where differences are valued, creating psychological safety for team members and driving human ethics within the team. These factors are all interlinked and are desirable products of each other for high performing, diverse teams.