Chase was quite pleased. He was instrumental in redesigning the organization and implementing the communication program. He arranged for small-group meetings so that employees could understand the need for reorganization. The process took him nearly a month of continuous meetings, but the response was favorable. The employees cooperated and helped make the transition very smooth. After six weeks, the first productivity report showed a fifteen percent decrease in expenses, and morale seemed stable. The agency had plans to administer a work-climate study after twelve months. Chase was immersed in the glowing productivity report when his assistant, Suzanne, walked in his office. "Here they are, fresh off the presses, our first run since the reorganization," Suzanne chirped. Chase looked up from his desk puzzled, "What