In addition, Beer, Eisenstat, and Spector (1995) state that the most effective way to get behaviour changes is to put people into new contexts which impose new roles, responsibilities and relationships between the members of a team. Those authors have analysed several organizations that have developed culture, process and structure changing programmes. These programmes were based on the idea that individual behaviour is a consequence of people’s knowledge, attitudes and beliefs. The conclusions of the authors lead to the contrary: individual knowledge, attitudes and beliefs are actually shaped by recurring patterns of behavioural interactions.