tained by them – shaped cultural phenomena that
up until then had felt totally outside their control.
To map the cultural terrain during this first stage,
we collected data – observations, tape recordings,
surveys, and interviews – that allowed us to map
the relationship patterns that were defining our
culture and affecting our ability to achieve our
aspirations, serve our customers, and grow our
impact. We then used the results of this inquiry
to structure a series of firm-wide conversations
through which people came to see something they
had not previously noticed: that through their
relationships, everyone was creating a cultural
reality no one especially liked. They now faced
a more conscious choice: Would they continue
to play the game or transform it (Figure 4)?