They argued for a kind of "viral" cross-organizational exposure and interaction. No more programmatic confusion. Instead, simply get groups of supervisors together with respected counter-parts to share experiential "tricks of the trade" in ways that would promote self-discovery. Simply put, set up small "cells of energy and insight" — that is, credible people telling credible stories of how to get people emotionally committed to the few behaviors that matter most. They revolved around getting to know people at a personal level, providing frequent recognition, creating stretch opportunities, making decisions based on facts, and translating the organization's goals into their day-to-day work.