"The price of justice is eternal publicity." Arnold Bennett

Managing Change Through Innovations And Trust In Relationship

Madan Prasad Dr. A. N. Saxena

World Academy of Productivity Sciences

Abstract:

Rapid globalization of the world economy has shortened the time horizon. Free trade zones across the continents have added new players with a network of competitive organizations operating in all time zones. Technological advancements are taking place at a blazing speed coupled with information revolution, thereby compelling trans-national organizations to create a better interface with the people.

The revitalization process within the organization has begun. The movement for acceptance of change is gaining momentum and organizations are under pressure for restructuring. In the changed scenario, innovation and empowerment at the workplace through creating trust relationship at all levels of management is the key to success. The challenge in harmonising the human endeavour through creativity and innovation is likewise assuming an important role in organization structures. This is increasingly seen in the joint venture companies.

The process of technology change is under hot debate as to whether the technology is for the masses or for the classes. The relevance of this is of high priority for the developing nations. The creation of islands of high technology has not brought significant changes across the board, as there still exists a sense of dismay with the mass of the people. The success of transplanting technology for its acceptance is dependent on its beneficial impact on the society.

The application of total quality management and customer satisfaction in its entirety has to be examined in the context of social and environmental impact. Rightly therefore it is a process of fusion between man and technology with human factor playing a crucial role. Management of technology in the coming years shall have to play an increasingly important role in the import and acquisition of technology.

This paper seeks to highlight the following:

1. Empowering people at the work place.
2. Creating trust relationship within organization for transparency in management.
3. Appropriate technology - its dimensions.
4. Relevance of Total Quality Management (TQM) - ISO Quality Systems.
5. Managing change within the organization.

The above aspects are highlighted in the text of the paper together with emerging trends. as perceived by the authors.

Introduction:

Change is a natural process and is the only constant. The survival instinct in mankind wills itself to accept change. In accepting change, the humanity has learnt to manage the change for our benefits. The cycle goes on. The learning process for managing the change becomes more advanced and adaptive with faster response. And change manifests itself in most aspects of human life.

Globalization of world economy has perforce brought the developing nations face to face with new change. This has shortened the time horizon. Free trade zones across the continents have added new players with a network of organizations competing in all time zones. However, when such rapid change results in a mismatch, it may often lead to pain and suffering. We have recently experienced such a situation in our geographical proximity due to economy meltdown.

Revitalization is an important aspect of growth. The inherent strength of human endeavor inspires and exhorts them to aspire and achieve the insurmountable. This is the story of growth that never ends. The human body itself revitalizes after each onslaught of sickness or change of season. The human mind revitalizes through its continuous thought process. And, this is true of organizations as well. The organizations evolve and adapt themselves to change through continuous research and introspection. Those who manage change successfully, survive and continue to prosper. Those who fail to revitalize, succumb.

The revitalization process within the organizations in India is on. Acceptance of change pursuant to globalization of the economy is gaining momentum, leading to restructuring of the organizations. It being understood that with change that takes place in technology regime and the economic domain, organizations must adapt and evolve

Trust in relationship is the cornerstone for success. New thoughts are appearing with continued research in areas of empowering people at the work place, doing away with corporate autocracy, nurturing relationships, strategic innovation, fostering creativity within the organization, in order to manage change with success. Creativity has become the focus during the past two centuries and resulted in spectacular progress in science and technology. It may have been due to organized discipline in creative pursuits. The path for excellence in any field whether science or art requires life to be organized along strict discipline. It is the discipline of all the physical action as well as mental actions that has brought rich dividends.

Triumph of science and technology creates miracles. It reinforces faith in disciplined systems approach to the problems of life and forms an important element of modern organization.

The society has interpreted discipline in its own way to achieve its limited purpose. We are aware of the triumph of the Soviet Union before its disintegration, which was also based on their understanding of discipline, which turned out to be largely based on fear and suspicion.

The crisis in the modern management is that the age-old concept of discipline based on imposed fear is no more yielding results in the work place. This is because the modern man has crossed that stage of development. Today the modern man wants to develop beyond the climate of fear, break free of the stranglehold of suspicion. He yearns to reach for a higher order of discipline, free from conflicts of interest and values.

We feel there is another horizon to be explored where creativity flowers at the workplace within the organizations through the medium of true freedom of thought, freedom for enterprise with no corner for fear or rancor. Addressing these issues and keeping track to remain competitive, organization must contribute positively. We examine the dynamics of interaction among the key constituents - people, technology, productivity systems and the organization structure.

Flexing the Flexible:

The growing acceptance of people as the most important element of all activities in the organization reinforces the belief as stated by Christopher Bartlett in his book, "The Individualized Corporation". According to Mr. Bartlett, the individualized corporation has brought out the immense importance to the people aspect. He exhorts the organization to create more than strategy; they have to create a purpose that engages people. They have to create processes that allow people to move beyond static tasks and responsiblities to flexible ones. He further elaborates that organizations just can't manage by systems, which are invariably defined in financial terms; we need to focus on people and on developing, managing, and building our capability through them. Because they are the ones with the expertise that is replacing capital as the scarce strategic resource.

Our interest extends further. Having realized and accepted that it is the people who count, we aim to develop this resource to a new paradigm. We aim to graduate from individuals to team, from team to organization and finally to the society at large. We wish to explore that after having realized the individual excellence, how does this individual grow further. We believe that to function as a team, for synergy and positive growth, the individuals must be bonded in Trust in Relationship.

How does one define trust in relationship? Is trust in relationship quantifiable? Can trust in relationship develop at the work place within the organization? Or is it an utopia?

It is our endeavour, through this paper, to interest a larger cross section of thought leaders and management professionals to expand further on this, through more research and thereby enrich the organization dynamics by nurturing trust in relationship.

If change has to become all-pervasive, it should be perceived the way people perform in the organization, the way they perceive their own role in the organization and the way management looks at it. It has been very aptly brought out in the research by Richard Pascal, Mark Milleman and Linda Gioja in their article " Changing the Way We Change". They have stated that companies achieve real agility only when every function and process, when every person, is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called Revitalisation or Transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies: leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress; and instilling mental discipline that will make people behave differently and then help them sustain their new behavior.

We feel that all the stated attributes while being no doubt essential, do need further support. People need empowerment in most areas of their performing capabilities within the organization. This empowerment is first a belief among the top management and then a continuous process of perseverance and implementation. Chris Argyris through his article "Empowerment: The Emperor's New Clothes", published in the Harvard Business Review, states that everyone talks about empowerment, but it’s not working. CEOs subtly undermine empowerment. Employees are often unprepared or unwilling to assume the responsibilities it entails. Even change professionals stifle it.

Empowering People:

People are at the center of all activities that take place within the organization. Each development that takes place concerns the people either directly or indirectly. While on one hand people are involved in manufacturing of new products; on the other hand they are also the consumers of these same products.

In any given society the survival and growth of any organization is highly valued. They become interdependent and complimentary to each other. There are living examples of organizations thriving in almost all societies for longer periods than hundred years such as Siemens, General Electric, Tata Steel etc. On the other hand, it is not difficult to find common examples of demises of organizations as well.

The very purpose of managing change is in a positive context, and is to empower people. This empowerment takes place through involvement. It takes place through education. It takes place through appreciation. It takes place through improvement in the quality of life.

And, within the organization it also takes place through the incorporation of suitable and acceptable work practices reflected through innovation and creativity, which leads to new developments through trust in relationship.

The rigid hierarchy system of management and control within the organizations has begun to give way to the participation in management systems. The pyramids are getting flatter all over. How have these changes come about? What causes the organizations to begin restructuring? And why it is succeeding?

Stimulating Creativity:

We see the changes taking place on account of research that is being carried out at the institutions of learning and proactive corporations where growth is an established phenomenon. The recent research in the area of creativity and innovation at the work place has shown visible results. These have transformed the thinking process hitherto practiced at the work place.

The research on creativity by Dr. T. Amabile at Harvard Business School has brought to focus some important aspects. According to Dr. Amabile, intrinsic motivation will be conducive to creativity, but extrinsic motivation will be detrimental. Social variables such as expected evaluation, surveillance during work, competition, expected rewards and restriction of choice appear to undermine creativity.

Research at Harvard Business School indicates that managerial practices that affect creativity fall into six general categories: challenge, freedom, resources, work-group features, supervisory encouragement, and organizational support. It is the judicious and fair combination of these components adopted by managers within the organization, which tend to foster creativity.

Obviously, it will be difficult to eliminate the evaluation of performance or the use of reward system. But it is possible to reduce their salience, and to place the focus more on work itself and less on external controls. It is more effective to encourage people to do self-evaluation of their work, instead of constantly reminding them about performance reviews. It has also been seen that given impetus, people can be very stringent self- evaluators.  

Delegation for Decision Making:

Empowerment also comes about through delegation. Toyota’s experience with the kanban system has proven to be very successful. The empowering for decision making at the level of workmen in the manufacturing cycle has demonstrated the efficacy of self- evaluation process and its stringent yardstick.

The success in manufacturing of zero defect products on the assembly line is a result of such empowerment. However, the success of the Japanese system has always held others in some awe and has not been understood in all its aspects. May be a few reasons can be attributed to the very complex social structure of the Japanese life which is not easily accessible to outsiders. The inherent strict discipline within the Japanese society has always been held in high esteem. Such discipline is not easily acceptable to most of the people.

People Participation:

While it is easy to include such an attribute in the mission statement of any organization, it is rarely seen in practice. The compartmentalization on account of organization structure and specialist activities leads to assigning people in their pigeonholes. It is fairly prevalent in large cross sections of organizations. At times it even leads to destructive action through the incessant bickering among different departments within the organization. It is not difficult to find instances where the blame for any project delay is apportioned to belated sanctioning of financial inputs. Such happenings within various organizations often lead to visible animosity among various functionaries.

The good news is that change is taking place. The new product development, which is now the important slogan of the industrial leaders, has brought to focus the required change in the process. The new product development process now begins with complete and positive involvement of the people within the organization. The tremendous success in the recent years in the semiconductor industry have demonstrated that the more cohesive the team is, the better and more reliable the product. These team concepts have been demonstrated at Intel and Microsoft among others in the semiconductor and software industry.

Frontiers to Knowledge Development.

Fundamentally knowledge development at the work place is profession specific. While it is an essential requirement for professionals in the discipline such as medicine, law, basic sciences, art and social systems, but it is quite rare among the managers. It may be considered sad, but it is true to a large extent within the community in developing world, that after receiving the college degree, the textbooks are no more of much value. Of course in specific disciplines like Research and Development and Design one does find exceptions.

Revitalization process requires continuous knowledge and aptitude development of the people at the workplace. This has been very relevant for the information technology professionals and in medical sciences. One often comes across specific course programs being conducted by reputed organizations for practicing medical professionals and information technology professionals.

The continued process of knowledge enhancement through education and training is felt more and more with the research in frontier technology gaining ground. Therefore there is need for regular continuing education and training for the working professionals within the organization, if they have to contribute positively.

One can infer that while the purpose of medical professionals is to learn from each other in order to save precious human life, the same is not applicable to engineering and manufacturing professionals. While empathy and compassion find a place in medicine there is some lurking suspicion of letting out the secret among the engineering, technology and science disciplines.

The Enterprise Resource Planning (ERP) innovation has begun to creep into the corporate structures. The training on ERP requires continued interaction with the available systems and their upgrades likely to come in most disciplines of enterprise. The success of ERP education within the organization is gauged from the resultant cohesion and interaction taking place in the all-encompassing activities throughout the organization. But such inputs in technology areas are very few still.

Ingenuity and Innovations:

Discussing the creative ability of the people, we noticed that ingenuity is the natural desire of human beings. Everyone seeks to excel. This urge to excel leads to innovations and results into products, which find high degree of acceptability.

Such innovations have been taking place depending upon the needs and the prevailing environment. 3M have been innovating at its manufacturing plants at rapid pace and therefore continue to remain at the top. Intel and HP continue to innovate with their own product lines and retain their unparalleled place in the international market.

There is always scope for improvement in the existing process and that too calls for innovation. The acceptance of cellular system of manufacturing at the workplace is a major innovation. This has demonstrated that a single worker is capable of attending to several machine tools and produces faults free subassembly wholly by himself/herself. He/She takes pride in his/her workmanship and believes in self-evaluation. This is true of manufacturing systems in semi-conductor industry and is being adopted in other sectors of industry as well.

Fundamentals of Trust in Relationship:

Search for excellence is a predominant force in all pursuits. We also noticed that instilling fear, excessive regimentation, harsh disciplining and stick and carrot policy have begun to outlive their utility. We also noticed that the perceptions of human endeavor are also changing. Organizations are not looking up to the 9 to 5 schedule anymore, but demanding creative output.

There is constant talk of motivation, loyalty and continuos search for more creativity. There has been heavy research in each of these areas and hypothesis are being offered to find the right mix of these to achieve the corporate goals, maximization of bottom line figures in the account books.

Our proposition is slightly different. We think that there is a need to understand, as to what is it that is fundamental to motivation, loyalty and creativity. In our view it is the acceptance of trust in the human relationship, which is the first fundamental truth. It is the nature of human being to build relationship first on trust. It is only when this trust fails, he/she looks for other means in order to survive, because survival is his/her primal instinct.

Human endeavor remains in harmony when trust in relationship becomes the binding force. The conflicts and narrow visions do not seem to occupy the focus. Energy flow is in steady state and turbulence ebbs off. The basis of an enterprise is the culmination of the vision of its leader and the leaders ability to gather around him the people in whom he/she can trust and in turn it is the people who respond positively.

One may compliment the trust in relationship that is prevalent in the Banking industry. No doubt they have been the leaders in the trust in relationship. Even today the client holds the banker in immense trust. But there are instances of a shroud of secrecy, which is built into this relationship. The Swiss bank industry though quoted as an example, has not been able to absolve itself of the ill-gotten funds by its large cross section of clients. The drug money laundering operations and the stashing away of millions of dollars from the developing world would not have assumed such apocalyptic proportions, had it not been for the secrecy elements invoked in these transactions.

The trust in relationship at the board level in many enterprises is still a misnomer. The internecine battle continues. On the slightest pretext or disagreement board level colleague are eased out. Of course the public reasoning is always couched in sweet words like looking for greener pastures.

The beginning of the trust relationship within the organization must be with the inherent reliability and sincere promise of promoting transparency in business, then alone can it aspire to bring in the acceptable benefits. The organization structure and its vision must reorient. The leadership has to undertake responsibility to usher in the era of creating trust in human relationship at the workplace, promote its growth within all segments of the organization and revel in it. Bill Gates in his latest book "Business@speed of thought" recounts his own version at Microsoft. As per their financial procedures Bill Gates was required to approve entertainment vouchers submitted by his President Steve Ballmer. Very lately in a discussion with the CEO of Johnson & Johnson he realized that is was not necessary and may be a random check should suffice and it would not be construed as lack or existence of trust?

HR - A Paradigm Shift:

Much has been written on trust in human relationship from time immemorial, but it still eludes most of us as to why trust becomes the first casualty in the event of any conflict. Conflict is equally acceptable format within any interaction. Within organizations it can manifest itself as goal discrepancy among divisions or it can be fatal when the senior management level is struck by it.

The employee performance report being kept secret and under the sole custody of Human Resource (HR) Department is more detrimental. What can be more farcical than assuming yourself as the decider of the performance ability of another individual ? The role of HR has been suspect in the eyes of employees across the board among the organizations. The common refrain is that it is another form of policing on the performance. We are all aware of instances where the HR confidential files are utilized at appropriate time to get rid of inconvenient but at times highly effective employee. The golden gospel is oft repeated "No one is indispensable".

Dave Ulrich, in his article "A New Mandate for Human Resources", acknowledges that HR, as it is configured today in many companies, is indeed ineffective, incompetent, and costly. But, he contends that it has never been more necessary. The solution, he believes, is to create an entirely new role for the field that focuses it not on the traditional HR activities, such as staffing and compensation, but on business results that enrich the company's value to customers, investors, and employees. Ulrich further says that the primary responsibility for transforming the role of HR, belongs to the CEO and to every line manager who works with the HR staff.

Competitive success is a function of organizational excellence, and senior managers must hold HR accountable for delivering it.

If such thoughts are taken in the right perspective then organizations in developing nations would be the biggest gainers, where the HR function is still relic of old days of policing on the employees.

The Fear Psychosis:

Trust in relationship may be based on fear element. Such possibility does exist and even survives, but in the framework of a very narrow selfish motive. There have been instances of religious groups, crime prone alliances and ethnic groupings, which aim to foster such relationship towards their narrow and parochial interest. No one really wins by vanquishing. While one has knowledge of detrimental HR functions in the Indian context, it is quite a contrast to hear of Ken Hamidi's legal wrangles at world's premier technology leader Intel (See "The Long Arm of Cyber-reach", Harvard Law Series, May 10^th 1999, by Mr. McSwain). Ken Hamidi, at one point considered suitable by Intel is an outcast today as reported and both have proceeded to the Court of Law. How ironical it is that at one hand Intel is the technology leader and on the other it is getting embroiled in HR problems?

The need is to evolve another paradigm shift. The effort to understand the dynamics within the human behavior at the organization level has to be invigorated. The path forward is fairly complex. There is need for introspection at each level of the organization. The solution will emerge when human mind finds itself at peace with its actions.

There has been tremendous progress made in India through the co-operative dairy system. Over last twenty years an organization has grown on its foundation of trust in relationship between the rural marginal farmer and the body corporate known as National Dairy Development Board. The results on the financial and managerial front have been praise worthy. But of late, there has been instances as reported in the Indian Newspaper that such lofty ideal based set up, has delved into malpractice such as adulteration in milk and edible oil. This is a disaster and completely negates the values on which the company rested.

Francis Fukuyama, in his recent reflections of his book "The End of History", makes a pertinent and interesting point. The key defect of "End of History" lies in the fact that since there can be no end of science, and since it is science that drives the historical process; thus, we are on the cusp of a new explosion in technological innovation in the life of sciences and biotechnology. The period since the French Revolution has seen the rise different doctrines that hopes to overcome the limits of human nature through the creation of a new kind of human being, one that would not be subject to the prejudices and limitations of the past. We too believe that limits to human nature shall be overcome, once trust in relationship finds its deserved place.

Technology Syndrome:

In a developing economy such as India, there is inherent inclination to catch up with the developed world. An area, which promises faster acceptance, is the path to catch up with the technology of the west. It is considered that for achieving a quantum jump and sustaining the competitive character, technology is the only recipe.

The experience of this approach also narrates tales of fall out effects with serious consequences. While India can claim to be in the forefront of space technology, nuclear technology and many other frontier areas, but, it still faces the realities of poor harvesting and availability of water for drinking purposes. As an illustration, one comes across the packaged water being sold claiming to be from Seawater Desalination Technology, but ironically technology has not fully harnessed the rainwater, which pours through the landmass into the sea every monsoon.

The advent of multi-axle truck transport system may have been the latest entrant, but it only measures a tiny proportion as compared to the goods movement by bullock cart in the country. No technology invention has crept into the advancement of the bullock cart. Similarly the rue of carbon dioxide poisoning in metro cities is a regular feature for the newspapers and intelligentia and still it fails to promote a suitable public transport system.

This raises a valid question of appropriate technology. The green revolution indeed touched the large farmer base. It also created the ills of pesticide penetration in the ground water system and it's poisoning effect as well as degradation of soil.

The important point is to first look for the suitable technology and then examine its relevance and its appropriateness for the larger mass. If it is not done, then the present sad story shall continue to be rewritten again and again. Technology must benefit the masses and not merely remain an adventure or a support for the classes.

While the large Indian population in the villages has lived without the apparent benefits of technology, it is now being felt equally by the city dwellers. The city dwellers have access to electrical power, but it is highly unreliable. On one hand cities boast of piped water supply, but the quality of water is not fit for drinking purposes. One may have his/her own personal transport, but still ends up breathing the same polluted air.

Still the hope continues. There has been considerable effort on development of appropriate technology as well as adaptation of new technology and its modification. The examples of dairy industry and sanitation venture have proved their worthiness.

TQM and ISO Systems :

Globalization and competitiveness is giving rise to borderless world. Shifts in technology, transportation and communication are creating a world where anything can be produced anywhere and sold everywhere in the world. However, a substantial discontent always arises between global business firms with a worldwide view, and national governments, which seek to focus on the welfare of their voters. In the process, countries splinter, regional trading blocks grow and the global economy becomes more interconnected.

Looking retrospectively one finds that the economic and political events of the past have unleashed competitive pressures unparalleled in the world history. The triumph of market economy has forced the command economies to dismantle their trade barriers and begin restructuring. Further the softer side of competitiveness reflects the shift towards knowledge based economy. Increasingly, value addition depends on human dimension of competitiveness that is Innovation and Knowledge. Consequently there is in evidence a rapid transformation taking place from an industrial society to Information Society.

This may be a precursor to a new culture of Societal Technology in which technologies will come together to create a new thrust and ethos of revitalization through Trust in Relationship. It will lay greater emphasis on the quality of environment, quality of work life, competitive character of the economy, improvement in the quality of products, processes and services.

The emerging characteristic of revitalization that will set in motion a new culture of human interactions and technological developments, will be governed by the following:

• That the superiority of human mind will continue to replace matter.
• That newer inventions will make physical resources less significant.
• That as against 'capacity to work', it will be 'will to work' which will govern the axes of development.
• That perfection, accuracy and quality will become the order of the day
• That man's ingenuity will continue to move him into limitless horizons; and
• That no science or technology will ever be able to replicate the 'spirit of man'.

All these call for imbibing a new TQM philosophy based on leadership, which can make a world of difference.

Characteristics of TQM:

Total Quality Management (TQM) is concerned with the integration of all the efforts in the organization towards Quality Improvement, Quality Development and Quality Sustenance. These are achieved by enhancing the Quality of Products, Quality of Services and all other activities. The route to success, however, lies in Management Commitment, TeamWork and application of Quality Tools & Techniques. The TQM is defined as a participative process at all levels to eliminate errors, to prevent waste and to ensure that things are done right the first time and every time.

In the competitive business climate quality is no longer an option; it is a positive requirement without which an organization cannot survive. Quality demands total commitment and a new management system.

Leadership as Role Model:

The importance of leadership for the success of Revitalization process is well recognized. But what does this leadership mean ? Most likely it means different things to different people. To do so, we need to refer to the evolutionary changes in the concept of organizations. Russel L. Ackoff has discussed these changes in his book " Creating the Corporate Future ". The key points for these organization models are :

• The oldest model, the mechanical model, treats the organization as machine. Workers are treated as parts and components of machine like nuts and bolts.
• The biological model, which came after the mechanical model, treats the organization like an organism. There is brain; but the bran belongs to the Top. Workers are like legs and arms. They perform what the brain wants to accomplish by means of programmed information system.
• The social model treats the organization like a society. Everyone in the society is supposed to have a mind and purpose of his or her own. The challenge of management is to manage the interaction among the people to accomplish the overall objective.

Today most of us tend to subscribe towards the organization, which is graduating to the process of social growth. But one must not get lulled into thinking that as we progress towards a social model, the role of top management is minimized. On the contrary it becomes more demanding, because the top management is required to create a shared mission and vision, which can prove to be effective only on how Trust in Relationship is fostered

Does it mean that we must create the mission and vision by consensus, to give the word "shared" more meaning? The process we refer to is the interactive planning process developed by Russel Ackoff and his associates.

The strength of the interactive planning process lies in the following aspects:

• It is participatory. Workers are creating their own vision and mission, different from but consistent with the corporate ones, and design their own organization to accomplish them.
• Workers do the planning, not the planners. As Ackoff pointed out, the real benefit of planning is the learning that it takes place in the process. This learning must be done by the workers.

Conclusion:

The two major characteristics of human life are trust and hope. These two have significantly contributed to the development of human values and culture. Trust brings people closer, develops understanding, creates teamwork and leads to achievement of the desired goals.

Hope is a universal phenomenon. A person, who does not have anything, still has hope. It is hope that keeps life going. It is hope that cements trust and provides requisite strength. If hope is shattered, trust cannot survive. In the new millenium must rekindle hope and re-establish trust in relationship to face the challenges ahead. 

Bibliography

Chris Argyris, Article " Empowerment: The Emperor's New Clothes ", published in Harvard Business Review, Product # 98302 dated 5/1/1998.

Christopher Bartlett, "The Individualized Corporation", during an interview with Business Today's Nanda Majumdar in 1998.

Dave Ulrich, "A New Mandate for Human Resources", published in Harvard Business Review, Product # 98111 dated 1/1/1998.

Francis Fukuyama, "The End Of History", writing on the 10th anniversary of his book in Los Angeles Times Syndicate in 1999.

Mr. McSwain, "The Long Arm of Cyber-reach", Harvard Law Series, May 10^th 1999.

Richard Pascale, Mark Milleman, and Linda Gioja, "Changing The Way We Change", published in Harvard Business Review, Product # 97609, dated 11/1/1997.

Dr. Teresa M. Amabile, "Social Environment That Kills Creativity", published in Readings In Innovation, edited by Stanley S. Gryskiewicz & David A. Hills of Center for Creative Leadership, Greensboro, North Carolina 27438 - 6300.