In our work lives when something isnt working, we struggle with what part of the problem to tackle first.� Do we start with cost reduction?� What about morale?� Or should we go for process improvements first? We pick the problem to work on, and depending on whether our plan makes sense, one of two things happens.� � First, we failand then we add frustration to our list of problems. Two, we succeed, and then some new problem pops out to replace the old.� We cut 10% out of our budget, and our star performers leave in frustration because we sliced what they saw as a critical program.� Its as though the system were working on is an old inner tube.� The moment we patch one hole and add pressure, another spot tears open. The point is that its possible to change everything� at once. Seem far fetched?� Zaffron and Logan make a compelling argument that executives spend their time and money adjusting the systems in which people operate rather than targeting people's performance directly.� When the three laws in this book are applied, performance transforms to a level far beyond what most people think is possible.� These laws are: 1. How people perform correlates to how situations occur to them.� 2. How a situation occurs arises from language. 3.� Future-based language transforms how situations occur to people. Steve Zaffron has helped hundreds of companies envision and effectively implement major change and performance improvement.� He presents a proven system for rallying all of an organization's employees around a new vision, and more importantly, making it stick. The focus is on making such transformations permanent and repeatable, providing practical examples from clients such as Apple, Lockheed Martin, Johnson & Johnson, � Morgan Stanley, and many others.