Using the USDA Forest Service as an example, Bullis shows how decision making is largely determined by decision premises. Examples of premises include values, beliefs, and more broadly, culture. Bullis explores the ability of organizations to control decision making through employee identification with shared value premises. The results indicate that professional identities influence decision making and professional relationships. This chapter presents a case study focused on three professional groups in the Forest Service—foresters, engineers, and biologists. Foresters, whose professional identities are closer to the official Forest Service identity, report organizationally “correct” mission statements and decision premises. They also consider the Forest Service as a whole, rather than their own profession, when making decisions. Foresters’ levels of identification are higher than other professionals, and they make decisions consistent with official Forest Service goals. Engineers, whose professional identities are not strongly integrated with the Forest Service identity, view mission statements literally, emphasize their professional rather than organizational values, and are more likely to disagree with Forest Service values. Their disagreements in values often center on cost-effectiveness. Biologists, whose professional identities are significantly lower than foresters and engineers, were found to contradict the Forest Service mission statement. Based on a feeling that the Forest Service favors some resources over others, they try to balance decisions made in the organization. Biologists report feeling left out of decision making processes, and they also report having their decisions reversed. Thus, different professional premises affect how well individual decisions match organizational values.