Abstract
This account describes the total reengineering of an organization with the attendant changes to the culture, the nature of the work, the rethinking of the organizational purpose, and the identification of a new customer base and new concepts of how the organization will reach it. The case is presented not as scientific research but as a case of behavioral engineering. A behavior theory framework is used to account for the behavior of both the interveners and those intervened upon, with all parties serving at different times in each of these roles.
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