ABSTRACT
From the beginning of this book, 1 we have admonished managers and business thinkers to stop viewing various organizational change and improvement systems as being in competition with each other and to spend their time figuring out how the methods complement each other and how parts of the various systems can be integrated into the appropriate system for their unique business situation. Many of the examples we have shown this book illustrated instances of organizations inte-
methods :from various sources. In the three case studies in Chapter 26-Teradyne, Hewlett-Packard, and Devices-were very much stories of ongoing integration of methods into coherent systems for the unique organizational situation.
