My initial study of culture change at Nova Scotia Power faltered in the face of different interpretations of the programmes involved, and an inability to pinpoint an adequate or appropriate measure of ‘success’. Thus, for example, while studying culture change one manager told me that he found the new corporate values too vague and confusing. As far as he was concerned the corporate values encouraged employees to look for what they could get out of the system: ‘These values are terrible . . . anything can be a values issue. They [the employees] only think of values to the employee. They have become a negotiating tool’ (Senior Manager).