【正文】 ansformation and the speed of implementation have also been far greater than they were in the past. And the process itself has brought about important changes in the way managers behave. For example, the initial interviews revealed that one of the anization’s weaknesses was a failure to celebrate its successes. The interviewees and the design team therefore immediately worked out the objectives of the collectivediscovery process they had embarked on and made sure that they celebrated when these objectives were met.For anizations interested in the collectivediscovery approach, the experiences of panies that have used it offer some useful lessons.1. Don’t fet the anization’s strengths. During collective discovery, it is easy to lose sight of them。 ManufactCo, for example, wasn’t a poor performer—it had just lost its edge. It needed only to consolidate its strengths and to address its problems. 2. Choose the team with care. If a fairly large group of respected managers leads the diagnosis, they cannot be dismissed as just a few individuals airing private grievances. 3. Be inclusive. If people’s behavior and interactions are part of the problem—and they often are—everyone involved must gain collective ownership of the diagnosis and the solution. One person plaining about the way managers behave is a whining misfit。 a broad cross section of managers plaining about poor behavior, including their own, cannot be overlooked. Collective ownership of the solutions gives them much more sticking power than topdown initiatives or fixes that result from turning up the heat under particular individuals could ever have. 4. Create a mon language. It isn’t easy to talk meaningfully about mental states, behavior, and interaction styles—partly because there is no simple, rigorous language to describe social interactions and partly because discussing emotional topics can make people defensive. An anization must therefore take the time to develop and disseminate a single, neutral language to discuss its behavioral characteristics. At ManufactCo, for example, the word assistance became imbued with a meaning that reflected the value of acting for the pany’s greater good. The choice of words is not as important as the shared meaning created within the team. A shared language also lets individuals in the pany municate its values and approach to new members, thus helping them integrate quickly. 5. Be holistic and systemic in problem solving. Many panies have a default lever they pull in times of poor performance, be it reanizing, tightening the performance culture, or developing a new strategy. It is important to think beyond this single lever both during the diagnosis and when designing interventions and to use a broader range, including levers that will help replace a negative performance cycle with a positive one. The collectivediscovery approach proved to be a remarkably powerful way of helping ManufactCo’s people to understand the performance challenge they faced and to translate that understanding into consistent, plementary, and farreaching actions. The paradox of a pany with a great strategy and great people but lackluster performance can be resolved by delving inside the anization to unearth the root causes of its problematic behavior and mindsets—and by engaging the anization as a whole in the struggle to eliminate them.