Following completion of the first draft of the action plan, individuals were invited to
share their plans and to receive feedback in a variety of venues: with a facilitator, with
a colleague, or with fellow managers/supervisors from their unit. Individuals were
given suggestions for modifications and typically challenged to be more behaviorally
specific or to make plans more specifically aligned with model precepts. A session also
was conducted in which managers or supervisors met with the leaders of their units
and made plans for changes to behaviors or policies that affected the entire group. In
the case of the top management team, this session lasted well into the night, was
frequently emotional and contentious, but resulted in an eventual agreement on a tenpoint
plan for change and action (later referred to as “the manifesto”).