【正文】 ―s a f e b e t s ‖ a re e n co u ra g e d .Ex p e r i m e n ta ti o n . C o n s i s t e n t l y t ri e st o f i n d n e w w a y s o f s o l v i n g p ro b l e m s 。co n t in u a lly ―t u rn s o n a d ime ‖ t o m e e td e m a n d s .Pr e c i s i o n . G e t t i n g t h e j o b d o n eri g h t i s m o re i mp o rt a n t t h a n g e t t i n gi t d o n e q u i ck l y, e v e n t h o u g h i t m a yt a ke e x t ra t i m e .Sp e e d . G e t t i n g t h e j o b d o n e f a s tm a ke s ―ro u g h ly r ig h t ‖ o u t co m e sa cce p t a b l e e v e n t h o u g h w e m a ys a cri f i ce d i s ci p l i n e o r r i g o r.R e fl e c ti o n . Va l u e s re v i e w o fs i g n i f i ca n t e v e n t s 。 accountability at individual level ? upper management does not seem to be held accountable in the same way as others ? poor crossfunctional accountabilities and ownership of work paq on paq differences ? process seen as bureaucracy, aversion to processes ? lack of clear, disciplined processes ? work process: swat teams unique mentary ? technology is great ? information systems are not integrated ? multitasking is a norm ? worklife balance is not achieved 10 congruence model output input environment resources history strategy system unit individual work people formal anization informal anization 11 people hp on hp similarities ? low credibility in leadership differences ? leadership focused on relationships (how things get done) unique mentary ? multicultural, diverse, dedicated workforce ? teamoriented ? losing the ―family feeling‖ ? lower levels of management are informal。 s a g g r e ssi v e b e h a v i o r v i o l a t e s H P 39。 i s v e ry m u ch a w a re o fco m p e t i t o rs a n d cl o s e l y f o l l o w s t h em o v e s t h e y ma ke C o s t. I s h e a v i l y f o cu s e d o nm a xi mi z i n g e f f i ci e n cy , m a i n t a i n i n gs t ro n g e x p e n s e m a n a g e m e n t , a n dco s t re d u ct i o nSe r v i c e . I s h e a v i l y f o cu s e d o nu n d e rs t a n d i n g a n d e x ce e d i n gcu s t o m e r re q u i re m e n t s t h ro u g hd e l i v e r i n g g re a t p ro d u ct s s e r v i ce s .Pr e c i s i o n . G e t t i n g t h e j o b d o n eri g h t i s m o re i mp o rt a n t t h a n g e t t i n gi t d o n e q u i ck l y, e v e n t h o u g h i t m a yt a ke e x t ra t i m e .Sp e e d . G e t t i n g t h e j o b d o n e f a s tm a ke s ―ro u g h ly r ig h t ‖ o u t co m e sa cce p t a b l e e v e n t h o u g h w e m a ys a cri f i ce d i s ci p l i n e o r r i g o r.Em p h a s i s o n C o n s i s te n c y .Exc e p t i o n s t o p o l i ci e s a n d p ro ce d u re sa re d i s co u ra g e d 。 and, there were a great many positive characteristics that both panies shared (for example, the emphasis on teamwork) ? to minimize unproductive conflict moving forward, there are several lessons or implications from this study for how we work together: – focus and build upon our mon strengths – e to agreement about the appropriate time horizon (longterm vs. shortterm) for any business strategy or set of strategies – clarify the meaning of terms or language that people are using before making judgments about others two people may be thinking about different things while talking about the same subject – agree up front on an approach to decision making to ensure that everyone is on the same page before entertaining discussion about the subject matter – take people’s needs and experience (., fort dealing with conflict, orientation to hierarchy) into account in how you approach problems and in how you interact to solve problems – where gaps or similarities are consistent across the enterprise, use the same approach to closing the gaps and building upon positive similarities 28 cultural due diligence study The results of the CDD will be posted on the newhpway webpage. See the following url for more information on CDD and the。 g e n e ra l l y i t i sa cce p t a b l e t o a ct i n u n i q u e w a ys .C u l t u r a l S i m i l a r i t i e sW i n n e r F o c u s e d . C o n f l i c t s a rere s o l v e d b y d e b a t i n g u n t i l t h e re i s aw i n n e r.I s s u e F o c u s e d . C o n f l i c t s a rere s o l v e d b y e x p l o r i n g t h e m e ri t s o fd i f f e r i n g p o i n t s o f v i e w .I n s p i r i n g Pe r fo r m a n c e . Pra i s e a n dp u b l i c a ckn o w l e d g e m e n t f ro m l e a d e rsi s a n i m p o r t a n t p a rt o f h o w p e o p l e a rere co g n i ze d .En ti c i n g p e r fo r m a n c e . T h e u s e o fco n t e s t s , ca s h re w a rd s , b o n u s e s ,e t c. , a re i m p o rt a n t m e ch a n i s m s f o rre co g n i t i o n .D o m i n a n c e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct p ro l i f e ra t i o n / l i n e e x t e n s i o n sa n d a cq u i s i t i o n s .Va l u e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct i n n o v a t i o n a n d a n t i c i p a t i o n o fe m e rg i n g cu s t o m e r n e e d s .T h r e a t. I s a n xi o u s a b o u t t h e i r f u t u re .Pa s t s u cce s se s a re n o t s u f f i c i e n t t oe n s u re co n t i n u e d p e rf o r m a n ce .O p p o r t u n i ty . I s e x ci t e d a b o u t t h e i rf u t u re . T ra c k re co rd h a s p o s i t i o n e dt h e m w e l l f o r f u t u re s u cce s s .I n te g r a te d . C h a n g e e f f o rt s a t t e m p t t ore a ch t h e e n t i re o rg a n i za t i o ns i m u l t a n e o u s l yI n s u l a r . C h a n g e e f f o r t s f o cu s o nd i s cre e t s e g m e n t s o r f u n ct