UNHCR’s culture is driven by a strong tension between idealism and pragmatism. Entry-level groups show notably high numbers of “Idealist” profiles and a deep alignment with mission and social justice values, reflecting the vocation embodied by figures like Sergio Vieira de Mello. However, these convictions coexist with material incentives, ambition, and competitive drives, causing clashes between morally motivated staff and colleagues who value autonomy, results, or opportunities. Psychometric and survey data indicate varied motivational patterns and uneven person–organisation fit with the idea of “principled pragmatism.” Attachment-style dynamics further influence behaviour: securely attached staff offer stability and openness; anxious profiles seek reassurance and struggle with distant leadership; avoidant profiles prefer autonomy and low-emotion environments. Trust repeatedly falters—in micro-interactions, recruitment practices that prioritise personal loyalty, and inter-office coordination—paralleled by exercises like the Red–Blue game, where rational cooperation is derailed by defensiveness and fear of exploitation. Historical staff surveys and Hogan patterns reveal heightened scepticism and weak horizontal and vertical trust. These cultural undercurrents have operational implications: mistrust hampers the escalation of protection risks, fragments cross-border responses, and can distort relations with refugees themselves. The chapter contends that aligning values, incentives, leadership practices, and psychological realities is crucial to restoring trust and converting idealism into prompt, principled protection.