Review the following passage from the article's discussion of Principle #2:

The CEO knew what very few CEO's know about teams -- you have to have a philosophy and a vision that you believe in, teach, and continuously communicate. This CEO identified a vision of personal mastery and organizational excellence, a sense of value in teamwork, systems thinking, and a goal to become a learning organization. He desired to help people find the power within and help them to achieve their own goals in providing excellence to simultaneously achieve the same goal of excellence for the hospital.

The interrelated nature of each person's role and how everyone working with each other is critical to success was deemed extremely important. Departmental barriers had to be removed. A new perception of the hospital had to be communicated and internalized. Only by trying new things and learning from each other would they be able to succeed. Collaboratively, the core values were developed by the hospital managers. These values were to be used to guide them in making decisions on a day to day basis as well as serve as a driver and filter for the long term decisions.

It was a requirement that every manager be a team member in addition to his/her regular duties. One either accepted these core values or needed to. Each team would meet every week for at least an hour and a half and would be accountable for producing measurable results. To support the framework for culture change to a team based structure "collaboration results from shared understanding of issues, open communication, mutual trust, and tolerance of differing points of view" (Rose et al., 2008, p. 438).

Why is a values based and vision driven framework necessary to support team training? Cite at least two references or journal articles to answer this question