A second reason is the difference between compliance and commitment. When genuine commitment is needed, hierarchical authority becomes problematic. "It seemed that every year, someone pressured us to change our promotion review process to incorporate our values", reflects former Hanover Insurance CEO Bill O'Brien. "But we never caved into this pressure. A value is only a value if it is voluntarily chosen. No reward system has ever been invented that the people in an organization haven't learned how to 'game'. We didn't just want new behaviors. We wanted new behaviors for the right reasons - because people genuinely believed that 'openness', 'localness', 'merit', and our other guiding values would really lead to a healthier and more productive work environment". (See Moral Formation for Managers: Closing the Gap Between Intention and Practice in MIT Center for Organizational Learning Research Monograph, 1994.) Hierarchical authority, as it has been used traditionally in Western management, tends to evoke compliance, not foster commitment. The more strongly hierarchical power is wielded, the more compliance results. Yet there is no substitute for commitment in bringing about deep change. No one can force another person to learn if the learning involves deep changes in beliefs and attitudes and fundamental new ways of thinking and acting.