Why did TQM Fail?

-	Employees take their cues from mgmt. more
-	Executive & middle mgmt. oversights more
-	Didn't integrate quality into organizational structure more

Why do major change initiatives fail?

-	Part 1: The eight major reasons for failure.
-	Part 2: Consequences of these errors?

Confessions of a shot messenger

The purposes of this retreat, which will be a working session on real issues, would be:

1. Learn "emotional intelligence" skills as a framework to encourage necessary honest dialogue for the remainder of the retreat and subsequently back in the office,
2. Establish a results-oriented vision of the company's future,
3. "Map" this future onto current results to expose, non-judgmentally, the "gaps,"
4. Begin to perform a cultural "audit" to determine what the organization must "Stop/Start/Continue" doing to move forward towards the new vision--both from a business standpoint and cultural standpoint,
5. Establish responsibilities to refine and continue the audit,
6. Learn behaviors to gain immediate cultural support/respect for the future vision, including:
   • Zero tolerance for "blame"
   • Gently challenging people to take action when exhibiting "victim" behavior...without calling them victims.
7. Agree to a set of behaviors that will be used and reinforced through a peer-coaching process initially by the executives in their interactions with each other and staff (Jim Clemmer's Outstanding Teams Check List from Pathways to Performance on the following page is an excellent guide),
8. Make the decision whether to continue with this effort or not.

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