企業(yè)文化整合方案(英文版)課件

culturalduediligencestudywelcomeagenda:presentationoffindingsq&asessionculturalduediligencestudyweculturalduediligencestudypresentationoffindingsculturalduediligencestudyprculturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:127individualexecutiveinterviews138focusgroupsspanning1,500paringandcontrastingpre-mergehpandcompaq2.definitionssimilarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3.thefindingsreflectperceptionsculturalduediligencestudy1.congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization5congruencemodeloutputinputenvinputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical/engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast,nimble,andabletoexecutetraditionallyshort-termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscape6inputhponhpcompaqoncompaq6congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization7congruencemodeloutputinputenvstrategyhponhpsimilaritiestop-downstrategy;mid-managementnotinvolvedneedforplanningandexecutionprocessdifferences

strategyislong-termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilaritiesstrategycomesthroughatop-downprocesslittle/nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements8strategyhponhpcompaqoncompcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization9congruencemodeloutputinputenvworkhponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecommentaryautonomyinmanagingone’sownworkisthenorm;accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross-functionalaccountabilitiesandownershipofworkcompaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkprocess:swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork-lifebalanceisnotachieved10workhponhpcompaqoncompaq10congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization11congruencemodeloutputinputenvpeoplehponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteam-orientedlosingthe“familyfeeling”lowerlevelsofmanagementareinformal;topmanagementismoreformalandremovedrecentchangesledtolowmoralecompaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptinfield12peoplehponhpcompaqoncompaqcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization13congruencemodeloutputinputenvformalorganizationhponhpsimilaritiesgoalschangetoooften;theyareunclear,executionnotenforcednoconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross“silos”front-end/back-endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront-endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade,buttendtostickoncemadecompaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizationspeoplearenotheldaccountable;structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent,generallypoorplanningandcontrolcross-organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof“checkingin”tomakeadecision,iterativedecisions,top-down14formalorganizationhponhpcomcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization15congruencemodeloutputinputenvinformalorganizationhponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer-focus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover-compromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevaluedcompaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogood/newideasdon’tpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly/openly,aggressive,brashtitlesarereferenced,abundant,hierarchicaluniquecommentaryinitiative,flexibility,“goforit”attitudearevaluedrelaxed/flexworkenvironment;longworkinghourshereandnoworientation16informalorganizationhponhpconcernsabouttheothercompany17concernsabouttheothercompaculturalduediligencestudyadvicetocarly&michaelfrominterviewsandfocusgroups:beinclusivedefineyourworkandrolesdefine/communicatewhatyouwantthenewcompanytobebeboldclarifyrolesandorganizationstructuretakeactionquicklycontinuetocommunicatealot;behonest,butbesensitiveinwhatyousayculturalduediligencestudyadculturalduediligencestudyregion-specificfindingsculturalduediligencestudyreComparisonofhpwithCompaq--NorthAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage20ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--LatinAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage21ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--EMEACulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage22ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--AsiaPacificCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage23ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--EnterprisewideCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage24ComparisonofhpwithCompaq-culturalduediligencestudyinsummary...wealsoheardpeoplesaythat:bothcompanycultureswereintransitionbeforethemergerthedirectionthateachcultureneededtotakewas,actually,toadoptthestrengthsoftheotherso,ifyouintegratewell,buildingoneachother’sstrengths,thepotentialforsuccessisgreatculturalduediligencestudyinculturalduediligencestudyculturalcornerstonesculturalduediligencestudycunewhpculturalcornerstones (release1.0)

valuespassionforcustomerstrust&respectachievement&contributionuncompromisingintegrityteamworkmeaningfulinnovationspeed&agilityprofitglobal

citizenshipleadershipcapabilityemployeecommitmentcorporate

objectivescustomerloyaltygrowthmarketleadershipmetrics&

rewardsstructure&processesstrategiesbehaviorspolicies&practices27newhpculturalcornerstones lessonslearnedfirst,thoughtherewereimportantdifferencesbetweenthepre-mergehpandcompaqorganizations,therewereagreatmanysimilarities;and,therewereagreatmanypositivecharacteristicsthatbothcompaniesshared(forexample,theemphasisonteamwork)tominimizeunproductiveconflictmovingforward,thereareseverallessonsorimplicationsfromthisstudyforhowweworktogether:focusandbuilduponourcommonstrengthscometoagreementabouttheappropriatetimehorizon(long-termvs.short-term)foranybusinessstrategyorsetofstrategiesclarifythemeaningoftermsorlanguagethatpeopleareusingbeforemakingjudgmentsaboutothers--twopeoplemaybethinkingaboutdifferentthingswhiletalkingaboutthesamesubjectagreeupfrontonanapproachtodecisionmakingtoensurethateveryoneisonthesamepagebeforeentertainingdiscussionaboutthesubjectmattertakepeople’sneedsandexperience(e.g.,comfortdealingwithconflict,orientationtohierarchy)intoaccountinhowyouapproachproblemsandinhowyouinteracttosolveproblemswheregapsorsimilaritiesareconsistentacrosstheenterprise,usethesameapproachtoclosingthegapsandbuildinguponpositivesimilarities28lessonslearnedfirst,thoughtculturalduediligencestudyTheresultsoftheCDDwillbepostedonthenewhpwaywebpage.SeethefollowingurlformoreinformationonCDDandtheculturalcornerstonesofthenewhp:/vision-strategy/newhpwayculturalduediligencestudyTh樹立質(zhì)量法制觀念、提高全員質(zhì)量意識。12月-2212月-22Wednesday,December28,2022人生得意須盡歡，莫使金樽空對月。16:56:5416:56:5416:5612/28/20224:56:54PM安全象只弓，不拉它就松，要想保安全，常把弓弦繃。12月-2216:56:5416:56Dec-2228-Dec-22加強(qiáng)交通建設(shè)管理，確保工程建設(shè)質(zhì)量。16:56:5416:56:5416:56Wednesday,December28,2022安全在于心細(xì)，事故出在麻痹。12月-2212月-2216:56:5416:56:54December28,2022踏實(shí)肯干，努力奮斗。2022年12月28日4:56下午12月-2212月-22追求至善憑技術(shù)開拓市場，憑管理增創(chuàng)效益，憑服務(wù)樹立形象。28十二月20224:56:54下午16:56:5412月-22嚴(yán)格把控質(zhì)量關(guān)，讓生產(chǎn)更加有保障。十二月224:56下午12月-2216:56December28,2022作業(yè)標(biāo)準(zhǔn)記得牢，駕輕就熟除煩惱。2022/12/2816:56:5416:56:5428December2022好的事情馬上就會到來，一切都是最好的安排。4:56:54下午4:56下午16:56:5412月-22專注今天，好好努力，剩下的交給時(shí)間。12月-2212月-2216:5616:56:5416:56:54Dec-22牢記安全之責(zé)，善謀安全之策，力務(wù)安全之實(shí)。2022/12/2816:56:54Wednesday,December28,2022相信相信得力量。12月-222022/12/2816:56:5412月-22謝謝大家！樹立質(zhì)量法制觀念、提高全員質(zhì)量意識。12月-2212月-22樹立質(zhì)量法制觀念、提高全員質(zhì)量意識。12月-2212月-22Wednesday,December28,2022人生得意須盡歡，莫使金樽空對月。16:56:5416:56:5416:5612/28/20224:56:54PM安全象只弓，不拉它就松，要想保安全，常把弓弦繃。12月-2216:56:5416:56Dec-2228-Dec-22加強(qiáng)交通建設(shè)管理，確保工程建設(shè)質(zhì)量。16:56:5416:56:5416:56Wednesday,December28,2022安全在于心細(xì)，事故出在麻痹。12月-2212月-2216:56:5416:56:54December28,2022踏實(shí)肯干，努力奮斗。2022年12月28日4:56下午12月-2212月-22追求至善憑技術(shù)開拓市場，憑管理增創(chuàng)效益，憑服務(wù)樹立形象。28十二月20224:56:54下午16:56:5412月-22嚴(yán)格把控質(zhì)量關(guān)，讓生產(chǎn)更加有保障。十二月224:56下午12月-2216:56December28,2022作業(yè)標(biāo)準(zhǔn)記得牢，駕輕就熟除煩惱。2022/12/2816:56:5416:56:5428December2022好的事情馬上就會到來，一切都是最好的安排。4:56:54下午4:56下午16:56:5412月-22專注今天，好好努力，剩下的交給時(shí)間。12月-2212月-2216:5616:56:5416:56:54Dec-22牢記安全之責(zé)，善謀安全之策，力務(wù)安全之實(shí)。2022/12/2816:56:54Wednesday,December28,2022相信相信得力量。12月-222022/12/2816:56:5412月-22謝謝大家！樹立質(zhì)量法制觀念、提高全員質(zhì)量意識。12月-2212月-22生活中的辛苦阻撓不了我對生活的熱愛。12月-2212月-22Wednesday,December28,2022人生得意須盡歡，莫使金樽空對月。16:56:5416:56:5416:5612/28/20224:56:54PM做一枚螺絲釘，那里需要那里上。12月-2216:56:5416:56Dec-2228-Dec-22日復(fù)一日的努力只為成就美好的明天。16:56:5416:56:5416:56Wednesday,December28,2022安全放在第一位，防微杜漸。12月-2212月-2216:56:5416:56:54December28,2022加強(qiáng)自身建設(shè)，增強(qiáng)個人的休養(yǎng)。2022年12月28日4:56下午12月-2212月-22精益求精，追求卓越，因?yàn)橄嘈哦鴤ゴ蟆?8十二月20224:56:54下午16:56:5412月-22讓自己更加強(qiáng)大，更加專業(yè)，這才能讓自己更好。十二月224:56下午12月-2216:56December28,2022這些年的努力就為了得到相應(yīng)的回報(bào)。2022/12/2816:56:5416:56:5428December2022科學(xué)，你是國力的靈魂；同時(shí)又是社會發(fā)展的標(biāo)志。4:56:54下午4:56下午16:56:5412月-22每天都是美好的一天，新的一天開啟。12月-2212月-2216:5616:56:5416:56:54Dec-22相信命運(yùn)，讓自己成長，慢慢的長大。2022/12/2816:56:54Wednesday,December28,2022愛情，親情，友情，讓人無法割舍。12月-222022/12/2816:56:5412月-22謝謝大家！生活中的辛苦阻撓不了我對生活的熱愛。12月-2212月-22culturalduediligencestudywelcomeagenda:presentationoffindingsq&asessionculturalduediligencestudyweculturalduediligencestudypresentationoffindingsculturalduediligencestudyprculturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:127individualexecutiveinterviews138focusgroupsspanning1,500paringandcontrastingpre-mergehpandcompaq2.definitionssimilarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3.thefindingsreflectperceptionsculturalduediligencestudy1.congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization38congruencemodeloutputinputenvinputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical/engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast,nimble,andabletoexecutetraditionallyshort-termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscape39inputhponhpcompaqoncompaq6congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization40congruencemodeloutputinputenvstrategyhponhpsimilaritiestop-downstrategy;mid-managementnotinvolvedneedforplanningandexecutionprocessdifferences

strategyislong-termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilaritiesstrategycomesthroughatop-downprocesslittle/nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements41strategyhponhpcompaqoncompcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization42congruencemodeloutputinputenvworkhponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecommentaryautonomyinmanagingone’sownworkisthenorm;accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross-functionalaccountabilitiesandownershipofworkcompaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkprocess:swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork-lifebalanceisnotachieved43workhponhpcompaqoncompaq10congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization44congruencemodeloutputinputenvpeoplehponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteam-orientedlosingthe“familyfeeling”lowerlevelsofmanagementareinformal;topmanagementismoreformalandremovedrecentchangesledtolowmoralecompaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptinfield45peoplehponhpcompaqoncompaqcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization46congruencemodeloutputinputenvformalorganizationhponhpsimilaritiesgoalschangetoooften;theyareunclear,executionnotenforcednoconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross“silos”front-end/back-endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront-endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade,buttendtostickoncemadecompaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizationspeoplearenotheldaccountable;structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent,generallypoorplanningandcontrolcross-organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof“checkingin”tomakeadecision,iterativedecisions,top-down47formalorganizationhponhpcomcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization48congruencemodeloutputinputenvinformalorganizationhponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer-focus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover-compromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevaluedcompaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogood/newideasdon’tpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly/openly,aggressive,brashtitlesarereferenced,abundant,hierarchicaluniquecommentaryinitiative,flexibility,“goforit”attitudearevaluedrelaxed/flexworkenvironment;longworkinghourshereandnoworientation49informalorganizationhponhpconcernsabouttheothercompany50concernsabouttheothercompaculturalduediligencestudyadvicetocarly&michaelfrominterviewsandfocusgroups:beinclusivedefineyourworkandrolesdefine/communicatewhatyouwantthenewcompanytobebeboldclarifyrolesandorganizationstructuretakeactionquicklycontinuetocommunicatealot;behonest,butbesensitiveinwhatyousayculturalduediligencestudyadculturalduediligencestudyregion-specificfindingsculturalduediligencestudyreComparisonofhpwithCompaq--NorthAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage53ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--LatinAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage54ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--EMEACulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage55ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--AsiaPacificCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage56ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--EnterprisewideCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage57ComparisonofhpwithCompaq-culturalduediligencestudyinsummary...wealsoheardpeoplesaythat:bothcompanycultureswereintransitionbeforethemergerthedirectionthateachcultureneededtotakewas,actually,toadoptthestrengthsoftheotherso,ifyouintegratewell,buildingoneachother’sstrengths,thepotentialforsuccessisgreatculturalduediligencestudyinculturalduediligencestudyculturalcornerstonesculturalduediligencestudycunewhpculturalcornerstones (release1.0)

valuespassionforcustomerstrust&respectachievement&contributionuncompromisingintegrityteamworkmeaningfulinnovationspeed&agilityprofitglobal

citizenshipleadershipcapabilityemployeecommitmentcorporate

objectivescustomerloyaltygrowthmarketleadershipmetrics&

rewardsstructure&processesstrategiesbehaviorspolicies&practices60newhpculturalcornerstones lessonslearnedfirst,thoughtherewereimportantdifferencesbetweenthepre-mergehpandcompaqorganizations,therewereagreatmanysimilarities;and,therewereagreatmanypositivecharacteristicsthatbothcompaniesshared(forexample,theemphasisonteamwork)tominimizeunproductiveconflictmovingforward,thereareseverallessonsorimplicationsfromthisstudyforhowweworktogether:focusandbuilduponourcommonstrengthscometoagreementabouttheappropriatetimehorizon(long-termvs.short-term)foranybusinessstrategyorsetofstrategiesclarifythemeaningoftermsorlanguagethatpeopleareusingbeforemakingjudgmentsaboutothers--twopeoplemaybethinkingaboutdifferentthingswhiletalkingaboutthesamesubjectagreeupfrontonanapproachtodecisionmakingtoensurethateveryoneisonthesamepagebeforeentertainingdiscussionaboutthesubjectmattertakepeople’sneedsandexperience(e.g.,comfortdealingwithconflict,orientationtohierarchy)intoaccountinhowyouapproachproblemsandinhowyouinteracttosolveproblemswheregapsorsimilaritiesareconsistentacrosstheenterprise,usethesameapproachtoclosingthegapsandbuildinguponpositivesimilarities61lessonslearnedfirst,thoughtculturalduediligence