ABSTRACT
In this short chapter, we draw together some of our major points from the book. We begin by making some concluding points regarding what we consider to be the meaning of improvement in the organizations. It is very clear that, though we have tried to be constructive and cite examples wherein initiatives have succeeded in improving performance, all too frequently activities did not always achieve what they set out to do or, in some circumstances, even set performance back. An important part of our book has been to address what to do in these circumstances, and considering the concept of repair is one way to start. We also make some suggestions to researchers based on our experience of interacting with companies and give some indicators of things to watch out for so that one is not taken in by a display of “pinkness” (see chapter 5).
