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	A Sense of Community, a Shared Vision, and a Positive Outlook:
	Key Enabling Factors in Successful Culture Change By Judd Allen and Robert F. Allen

Reprinted with permission from: Bellingham, R., Cohen, B., Edwards, M.R., and Allen, J. (1990) 

The Corporate Culture Sourcebook. Amherst, MA: Human Resource Development Press

Abstract

In order to identify the features of the culture which enable program development, a retrospective study of culture change projects was conducted.  Three core enabling factors were identified by those who had been responsible for past culture change projects.  These factors – a sense of community, a positive outlook, and a shared vision – have been found to make desired and sustained behavior change possible.  The development of the core enabling factors as part of a culture change effort is discussed.

Most of the changes sought in communities and organizations will be of little value unless they can be sustained, and few changes will last unless the culture is modified to support desired goals.  This desire for lasting change holds regardless of whether the goal is healthier lifestyles, reductions in littering, or increased caring for people with disabilities.  Community and organizational change normally addresses needs which are ongoing.  New cultural norms must be developed which enhance people's efforts to address the ongoing needs of their communities and organization.

Changing community and organizational cultures requires the continuing commitment of a significant number of organizational members. ^1-4 Systematic culture change is more than periodic random offerings such as a needs assessment, a workshop, a packaged seminar, or a promotional flier.  Culture change requires a comprehensive, systematized and continuing revision of cultural influence mechanisms such as rewards, social recognition, training, orientation, communication, and information systems.  In order to bring about complex and sustained cultural change a supportive environment for change must be established.  Three key enabling factors – a shared vision, a positive outlook and a sense of community – have been found to account for much of the vitality generated through successful culture change efforts.

In the early 1980s, the Human Resources Institute (HRI), a behavioral science, research and consulting organization, received a grant to identify core cultural factors which enable organizations and communities to successfully approach change.  This particular study focused on identifying: (a) factors that seemed to have been most important in blocking solutions to the problems prior to the introductions of the change project; and (b) factors that contributed most significantly to the solutions that were eventually achieved.  In examination of the relationship between these factors, HRI expected to identify core cultural factors which would empower organizational members to initiate and adopt needed change.

Twenty culture change programs were identified for the study.  Programs were selected for the sample if their development and outcome were well documented and if the staff who had worked on the projects were available to participate in the current research effort.  Although this was not a random sample or intended to be representative of the 616 programs originally considered for the study or of organizational community settings in general, the analysis of this sample was expected to yield important information about enabling factors for culture change projects.  The 20 programs in the sub sample were those that most nearly corresponded to the criteria set for the selections of the sub sample.

The staff members who had worked on the projects were asked to review the projects in order to identify key enabling and inhibiting factors.  After initial lists were discussed, a series of meetings were held to consolidate the items that had been identified.  In the course of these meetings, 19 factors were identified by two or more of the researchers as significantly contributing to or impeding successful project implementation.  These are listed in Table 1.

Table 1

Initial Enabling Factors Identified

From this list, three interrelated enabling factors were identified (see Figure 1) through discussion and consensual agreement.  These three factors – a shared vision, a sense of community, and a positive outlook – were seen as playing a significant role in determining the impact of 19 initially identified factors.  In addition, it was felt that the relative presence or absence of these factors either before or during the implementation of a project would significantly affect the likelihood of the project’s success or failure.  Each of these factors is discussed in Figure 1.

Fig:1 Three Core Enabling Factors for Culture Change

A Shared Vision

When organization members have a shared vision, they know and are enthusiastic about what the organization is trying to accomplish and have a common view about the general mechanisms by which those goals can be achieved.  A shared vision can be related to the organization as a whole or to a particular project within the organization.  When no shared vision exists, people often end up working at cross-purposes and there is little common agreement about what the organization or group is trying to achieve.  It is as if there were insufficient liquid added to the flour in making bread.  All the kneading in the world is not likely to help it to hold together, and additional flour is not likely to make a positive difference.  Consequently, in order for people to work well together, the need to see themselves as working toward common goals is particularly important during difficult periods in project development.  Without it, difficulties that are encountered tend to become fatal obstacles to the project. 

Such goals must be worthy of the commitment of significant amounts of time and energy.  The term vision, rather than the more commonly used word, objective, was chosen because it suggests that these goals must be capable of inspiring participation.  Furthermore, a vision is capable of bringing people with divergent views together in a commonly agreed upon and sustained effort.  A vision implies something more than the mere number of dollars earned of the number or items produced or the number of health promotion courses taught, although it might include any or all of these.  A vision is something that people can dream of and care deeply about as well as something that they can actually achieve. 

Shared vision emerges when people have a chance to integrate their own personal goals and approaches with those of the organization, program, or project.  This is particularly important in health promotion, because people have an opportunity to work toward their own health enhancement goals as part of the overall program design.  People who are working toward the achievement of their own health objectives should be in a much better position to assist others, particularly if they are able to discuss their shortcomings, strengths, and difficulties with those they are trying to help. 

The development of a shared vision is contingent upon working toward a group consensus which takes the hopes and wishes of individual group members into consideration.  It has been our experience that talking out differences and concerns at the beginning of a project and reviewing shared decisions regularly helps to not only strengthen the vision but also to improve it.  If group consensus is not worked toward, needed project resources and enthusiasm may not be forthcoming.  Health promotion programs in particular stand to benefit from the process of developing a shared vision because this process can help organizational leaders and members to see how health promotion is not an add-on to their other activities, but rather a core feature of their work together. 

If a shared vision is to be maintained and improved, a great deal of attention needs to be paid to its communication throughout the organization and particularly its communication to new organizational members.  A simply and clearly stated vision consisting of not more than a few major statements is more easily communicated than lengthy lists of goals and objectives.  A graphic image or an acronym can be useful to communicate the vision.  The vision needs to be formulated in such a way that it can be communicated during the orientation of new members, in evaluation of individual and organizational performance, in organizational planning meetings, and even during social occasions.  As many organizational members as possible should be able to communicate the shared vision in a few short words and be able to tell how their decisions and actions, as well as the decisions and actions of the organization, fit with that vision. 

It is the new and evolving vision of the organization which helps new norms to crystallize where old outmoded norms exist.  The shared vision of the organization enables people to see that change is both desirable and necessary.  The shared vision adds direction to the change.  It helps people to believe that their energies will be well spent.  The shared vision offers people an opportunity to develop common dreams and hope.  It is the common acknowledgement of shared dreams which engenders a sense of community, and it is the element of hope which enables people to work in a positive culture.

A Positive Outlook

A positive outlook was found to be a critical second factor in promoting successful culture change projects.  A positive outlook is founded on the belief that goals can and will be accomplished when people work together and creatively toward their achievement.  With a positive outlook people look for opportunities rather than obstacles and for strengths rather than weaknesses in one another.  Like a fisherman who thinks he is just about to catch a fish, a member of a positive culture is poised to take advantage of opportunity. Given such a positive outlook, multiple solutions are sought for every challenge.  And, people think in terms of challenges and opportunities instead of problems or defeats.  In a positive culture people look realistically at their assets and strengths as well as at their challenges and obstacles, recognizing that it is the former that will enable them to overcome the latter to move forward to new accomplishments.

A positive outlook does not include unrealistic thinking, but rather a recognition that there are positives in most, if not all, people and situations, and they can be found through creative and persistent searching.  And, it is these good things rather than the negatives in the situations that provide the basis for moving forward toward greater accomplishments. 

It is important to distinguish between the superficial “smiling face” posters, buttons and bumper stickers, and core values.  Smiles are a feature of a positive outlook, but they tend to be based upon the recognition of positive outcomes and opportunities rather than on a fixed facial posture.  A positive outlook is not a mask to cover problems and difficulties, but rather a way of thinking about problems and opportunities.  It is not luck, but rather an attention to opportunities which improves results.  And, having a positive outlook does not mean that human suffering is ignored or that human values issues are taken lightly.  With a positive outlook joy is found in the process of working toward the solution of human problems.

Too often, the “naysaying” negative norms of our larger societal culture sap energy and interfere with our achievements.  To recognize the extent of this negativism, one needs only to look at the “bad news” that appears on television screens, in newspapers and in day-today interactions.

As one psychological study demonstrated, bad news makes people think of themselves and those around them as bad.  In this study, subjects who had just listened to a news broadcast reporting negative behavior were much more likely to predict negative human behavior in the experiments than those who had just listened to a news broadcast reporting positive behavior.

In a negative culture people tend to discount their resources and successes by looking for imperfections in the outcome.  In a positive culture imperfections are seen as challenges for the future which can be better met as a result of current success.  Instead of listing successes with failures on an additive score card, people operating from a positive outlook would be more apt to list their successes and failures separately so that the successes could be fully appreciated.

In a similar fashion, a positive outlook tends to promote win-win solutions to problems while challenging false dichotomies.  For example, where it is customary to view health promotion as being in opposition to curative treatment, for example, people operating with a positive outlook are able to move toward integrated solutions by which both approaches to health are seen as vital.  Thus, new approaches to analysis are sought in which conceptual grids replace linear dichotomies (as seen in the illustration in Figure 2 and Figure 3).  Members of a positive culture tend to adopt a 9-9 position (see Figure 3) in which both factors are seen as contributing rather than competing with one another as illustrated in Figure 2.  In this way, positive cultures avoid such common pitfalls as those associated with viewing the interests of management as different from those of employees or of viewing the concern for people as different from the concern for task.

Figure 2

A Dichotomous View of People and Task

In addition to fostering integrated thinking, cultures which succeed at becoming positive tend to utilize supportive performance review techniques.  In positive cultures, the more typical fault-finding of the performance review process is augmented by an opportunity for individuals and groups to receive positive feedback on their accomplishments and to plan for future accomplishments based on solid initial successes.  As part of this strength review process, associates sit down with their supervisors to answer four questions:

1. What are you particularly pleased with in your accomplishments during the past time period?

2. What would you like to do even better and how will you go about this?

3. What can I as your supervisor or other parts of the organization do to help?

4. When shall we sit down again to review our program?

Figure 3

A Grid View of People and Task*

Such strength review questions can be extremely helpful in health promotion programs.  In the process of identifying healthy activities in their behavioral repertoire, participants can move from the negative position of having to give up negative behavior to the more successful position of taking on enjoyable behavior.  In addition, by enlisting the positive support of supervisors, family members and other members of the social network, those undertaking lifestyle changes can help to build a more supportive environment. These significant others will need to know how they can be of assistance.

Some organizations have difficulty working from strengths, and when this is true there is often a tendency for people to look for faults with one another and to engage in blame-placing and scapegoating rather than constructive problem-solving.  Correcting this situation should be one of the first and primary tasks of a culture change agent.  As organizational culture programs begin to succeed, more and more positive statements begin to appear.  People begin to talk about what has already been accomplished as well as what remains to be done.  They begin to point out strengths that exist in the organization and in their coworkers rather than focus solely on the weaknesses and limitations which so often command attention in more negative cultural settings.

The movement toward a positive outlook makes it possible for organizational members to create the ingredients of success.  A positive outlook enables organizational members to create a worthwhile shared vision which is not bogged down in conditional statements or in solutions which rely on the failure of others.  Furthermore, a positive outlook makes such shared visions believable. And, as shall be discussed shortly, a positive outlook and a shared vision can help people to establish a third ingredient to organizational success: a sense of community.

A Sense of Community

The third factor that was found to play a significant role in the success of culture change programs is a sense of community.  A sense of community is found when people feel as if they belong to and are part of the culture change process.  This sense of belonging includes the awareness that others will “care” and that the individual, in turn, has a responsibility to care for the other members of the culture.  Furthermore, a sense of community engenders meaning and connectedness.  Inclusion in the community enables members of the culture to create a shared history and common destiny.  It is a sense of community that fosters cooperative actions.

A sense of community is particularly essential when change is being planned.  If there is a lack of a sense of community, each individual’s resources and turf must be guarded and maintained exclusively for their own personal use. Information about strengths and weaknesses are kept secret so that people can feel protected from one another. The absence of community causes organizational members to look upon change with suspicion. Lower echelons in the organization equate change with manipulation. Leaders fear that their positions of power and privilege will be challenged by innovation.  Participatory and democratic decision-making is eschewed or used inappropriately when choices are really not available. The physical and creative energy of the organization is sapped by fear and scheming.

Too many groups and organizations endure low levels of community.^5-7 Organizational members tend only to know their coworkers in terms of their limited job roles.⁸ Too many workers know little about their coworkers’ families, their friends, their special interests, their hopes and dreams. The statement “give me a pair of hands” when asking for an additional employee reflects this attitude. Cut from a sense of community, too many organizational members have resigned themselves to “put in their time,” to endure, to keep to themselves, and to hope that they survive a hostile environment. In order to cope, these people form protective groups or alliances. In extreme cases they may pay off others by looking the other way or sabotaging projects. These alliances are founded on a survival mentality that fails to activate the collective potential of the organization.

People often look longingly at the times they felt community.^6-8  Such memories may stem back to time spent in a small town, or to when the organization was first forming, or even to a time of their participation in a social movement or political cause.  These memories can become a powerful force in individual and collective behaviors that are associated with the memory of community.  As a result, some behaviors, such as overeating and the abuse of alcoholic beverages, can be associated in people's minds with significant positive community-based experiences.

The trust and openness available in community is a necessary ingredient to collective innovation. Weaknesses and temporary setbacks need not be hidden and can be given the attention they deserve. And, given a sense of community, helping one another becomes a virtue allowing each individual to add to and to utilize available resources. These qualities of community make it possible, for example, to work on the often hidden problems of drug addiction and emotional distress. Perhaps most importantly, a sense of community helps all organizational members to recognize such issues as collective problems rather than strictly a concern of those directly experiencing the problem.

Although many organizational members find their community-building skills rusty, these same participants frequently give the most favorable ratings to those elements of the program which focus on community-building opportunities.⁹ Presentations and workshops which devote time to personal sharing and small group activities tend to be those which have a lasting impact on the group or organization.⁹ It is not uncommon for organizational members who have worked together for years to learn about important, as yet unrecognized, common interests in the course of simple sharing exercises. As sharing opportunities are scheduled into the daily workings of the organization, a sense of community evolves and the culture change program moves forward.

In the same way that a sense of community contributes to the success of culture-based change efforts, the introduction of culture change programs serves a critical role in creating a sense of community in organizations.  One organization that started a health promotion program for the purpose of reducing illness costs within the organization reported later that while the organization’s financial goals had been more than achieved, the greatest benefit by far was the opportunities that the program provided for deepening the sense of community within the organization. Through the program, associates from various levels and departments in the company shared important health concerns with each other. In creating opportunities for associates to interact constructively, meaningfully, and playfully outside their normal work roles, a new appreciation of the organization and of individual associates was created.  Furthermore, the recent involvement of associates’ family members in the health promotion effort further strengthened the bonds which were emerging in the organization, and made it possible for the organization to be even more effective in accomplishing its goals.

A Matter of Degree

Few, if any, organizations or programs are ever completely successful in achieving these three enabling characteristics, and just as few are completely lacking in them.  It is the degree to which these characteristics are present that makes the difference in program or organizational success.  Where a sense of community, a positive outlook and a shared vision are relatively absent, they need to be increased, and where they are relatively present, they need to be celebrated, maintained and extended. Programs and organizations that have many problems in implementing successful change tend to be lacking in these factors. Conversely, successful organizations tend to have these factors in greater abundance. Some suggestions for assessing the degree to which these factors exist in a given culture are presented in Table 2.

One example involves a group of migrant workers in central Florida and the company (The Coca Cola Company) that employs them.^{1, 10, 12} At the beginning of this project, worker's productivity, worker's health, and company profits from operations were at an extremely low ebb. Accident rates were high, alcoholism was rampant, and absenteeism was commonplace. The operations of the division were also characterized by an almost complete absence of shared vision, a positive outlook and a sense of community.  People at different levels in the organization held little agreement as to what the organization was trying to accomplish and little shared commitment to the solution of the organization’s problems. There was little in the way of a sense of community or relationship between people.  Each person was on their own and each expected to succeed and fail – most of all fail – exclusively on their own merits or demerits.  Cooperative effort was uncommon and high levels of distrust had developed between individuals and groups.  High levels of negativism were evident.  People tended to focus on the weaknesses in each other and in the organization, and they had low levels of hope and expectations and high levels of frustrations and anger.

Table 2

Some Questions You Might Want to Ask About Your Program 

The culture change process was introduced, and over a period of months and years a shared vision, a sense of community, and a positive outlook were developed.  When these were achieved, the creativity and talents of the organization’s members were unleashed in new ways so that the seemingly “unsolvable” problems of the past could be addressed.  As a result, worker productivity, worker health, and company profits were increased, and accidents, alcoholism, and absenteeism were reduced.  As one worker put it, “It used to be that we couldn’t do anything to improve things, but now, by working together, we can really begin to address the problems that concern us.”

A second example, drawn from the cases examined, involves a supermarket company that was having a great deal of difficulty in achieving good employee morale. The initial analysis of the organization showed that few people below the top management level could accurately describe the company purposes or philosophy, and that very few of the employees in day-to-day contact with the customers were even aware that the company was hoping to stress customer service in its marketing and operational programs.

It was also found that low levels of commitment existed at the employee level, and a general feeling of negativism permeated much of the organization’s thinking.  A great deal of time was spent in fault-finding, blame placing, and in explaining why things could not work as opposed to finding ways to overcome whatever obstacles appeared.  Relationship development was limited to narrowly defined role related activities, and very little in the way of a sense of community was apparent.

The culture change program, which was designed to confront these shortcomings, was successful in more than doubling the company’s sales and profits, and in markedly improving both employee morale and customer satisfaction.  The company was so successful in fact that it is regarded in independently conducted surveys as the most highly rated company in its trading area in customer loyalty and satisfaction.  Employee surveys showed marked increases in employee understanding of and commitment to the organization’s goals. Furthermore, dramatic improvements in quality of relationships were found.

Culture Change Systems and Enabling Factors

Enabling factors can be significantly enhanced by approaching change in a systematic manner. One such four-phase change approach, called Normative Systems, has shown its value in organizing change in such a way that people have opportunities to build a sense of community, a shared vision, and a positive outlook (see Figure 4).^1-4

In Phase I of Analysis and Objective Setting, members of the culture are asked to help identify the mission of the organization and how that mission might be enhanced by playing a more active role in choosing the culture. This process of identifying the common hopes of organizational members can further develop a shared vision.  By focusing on identifying opportunities for win-win solutions to problems and by revealing existing strengths, the analysis can also aid in the development of positive outlook.  Phase I efforts can lay the foundation for a sense of community by identifying mechanisms for people to learn more about each other and to care for one another.

Phase II, Systems Introduction, normally takes place during a participatory introductory workshop that is dedicated to helping all members of the organization to understand the impact of the existing culture, identify areas for change, and to develop an action plan by which change can be accomplished. By providing members of the culture with a common introduction to the change effort, Phase II can reinforce the key enabling factors. The introductory workshops offer opportunities for organizational members to tell about their personal history and interests, and in so doing help to create a sense of community. The introductory workshops also give participants a common knowledge base about how the culture is influencing the success of their efforts – making for a shared vision. The qualities of a shared vision and the positive outlook are further augmented by workshop participants' efforts to devise individual and shared action plans for bringing about change.

The third phase of Systems Implementation tends to be carried out: (1) on an individual self-help basis; (2) with peer groups; (3) with leadership development; and (4) with the introduction of new organizational policies and procedures. By working on change at both an individual and a collective level, people can further develop a shared vision and a sense of community. The multi-level change strategy also enhances the opportunities for mutual success and a positive outlook.

The fourth phase of ongoing Evaluation, Renewal and Extension provides an index of success, an opportunity to celebrate, and an opportunity to devise new plans for dealing with remaining problem areas. The celebration of success typically provides for further community building activity. By re-examining the goals of the project in light of current success, a renewed sense of a shared vision and positive outlook tends to emerge.

Culture Change and Enabling Factors

A sense of community, a positive outlook and a shared vision have been shown to be important to the success of culture change efforts.  When these factors become a part of the day-to-day workings of the organization, other goals, such serving the customer better, can more easily be achieved and integrated into the everyday life of the culture.  Thus, the core enabling factors can be developed concurrently with other aspects of the culture change program and integrate with them as part of the ongoing implementation process. In Table 3 a number of suggested steps are outlined for the implementation of each of the three enabling factors.

In the process of developing a sense of community, a shared vision, and a positive outlook , the organization will not only be in a better position to accomplish its immediate goals, but will also be in a vastly improved position to undertake new change efforts. One community that had been involved in a culture-based litter reduction program spoke of their programs as “A place to begin.”  In building a new culture through their Clean Communities System, these community leaders recognized that they had created an environment that could support needed change.^14-15

It is the view of the authors that everyone could benefit from monitoring surrounding levels of community, shared vision, and positive outlook. Each of these factors can be strengthened, reaping dividends for individuals and for organizations. In changing levels of community, shared vision, and positive outlook, people are in a vastly improved position to make differences in their health practices. When these factors are modified in organizations, new healthier cultures can take shape. And, perhaps most importantly, these enabling factors will help to insure that people will be in a position to choose healthier lifestyles.

Figure 4  Normative Systems Culture Change Process

Phase 1	Phase 2	Phase 3	Phase 4

Table 3  

Some Steps That Your Project Might Decide to Take  

To Assure a Shared Vision

1. Include the development of a shared vision as one of the goals of an organizational development initiative.

2. Seek employee ideas for the development, installation, and improvement of the program so that the best ideas are developed and a sense of ownership is assured.

3. Tie in the objectives of your health promotion effort to the philosophy and the bottom line objectives of the organization.

4. Provide special briefing sessions for key groups, union leaders, shop stewards, top management, and first line supervisors to inform them and enlist their support.

5. Hold introductory workshops for all employees whether or not they plan to actively participate so that they can be supportive of the program.

6. Provide opportunities for all families to be introduced to and informed about the program so that they too can be supportive.

7. Regularly survey employees to determine their level of understanding and their suggestions for the improvement of the understanding and commitment.

8. Orient all new employees to the program as a regular part of the employee orientation process.

9. Involve participants in carrying the program to others in the organization.

To Assure the Development of a Positive Outlook

1. Help people to understand the importance of positive outlook and the ways that they can go about creating it.

2. See to it that the program and the program leaders model the positive approaches that the program seeks to engender.

3. Regularly provide praise and positive feedback on the successes of participants and the program.

4. Make certain the mistakes are used as training opportunities rather than as occasions for blame placing and finding fault.

5. Recognize and point out ways in which negative outlooks work to peoples’ detriment and to the detriment of the wider society.

6. Use strength reviews and assessments as central features of the performance review and evaluation process.

7. Include the development of positive outlooks as one of the goals of the organizational development initiative.

  To Assure a Sense of Community

1. See that people understand the importance of a sense of community to the success of the program and achievement of individual objectives.

2. See that all participants are introduced to the program in such a way that a sense of community with others is developed.

3. See that ways are found to include people with diverse abilities, backgrounds and philosophies.

4. See that the program offers people the opportunity to be involved in helping and supporting others and in being helped and supported by others.

5. Regularly survey organizational members to determine the level of “community” that has been established and people's suggestions for increasing it.

6. Include the development of a sense of community as one of the objectives of the program and regularly measure the program's effectiveness in achieving this objective.

References

1. Allen, J. and Allen, R. F. Achieving health promotion objectives through culture change systems.  American Journal of Health Promotion, 1986; 1:42-49.

2. Allen, J. and Allen, R. F. From short-term compliance to long-term freedom: Culture-based health promotion by health professionals, American Journal of Health Promotion, Fall, 1986; 1:39-47.

3. Allen, R. F. Transformations that last: A cultural approach. In Transforming Work, John D. Adams (ed.), Alexandria, Virginia: Miles River Press, 1984; 35-54.

4. Allen, R.F. Four phases for bringing about culture change.  In Gaining Control of the Corporate Culture, Ralph Kilmann, Mary Saxton, Roy Serpa and Associates (eds.), New York: Jossey-Bass, 1985; 332-350.

5. Holloway, S.M. and H.A. How good news makes us good. Psychology Today, Dec. 1976; 76-78, 106, 108.

6. Myerhoff, B. Number Our Days. New York: Simon and Schuster, 1978.

7. Nisbet, R. The Quest for Community. New York: Oxford University Press, 1953.

8. Slater, P. The Pursuit of Loneliness: American Culture at the Breaking Point. Boston: Beacon Press, 1976.

9. Gibbs, J. The TORI Community.

10. Blank, J.P. Migrant no more. Readers Digest, July, 1975; 98-102.

11. Garner, P. A new life for migrant workers. Atlanta Journal and Constitution Magazine, Jan. 23, 1972; 8-14.

12. Larkin, T. Adios to migrancy. Manpower, Aug. 1974; 15-22.

13. Silverzweig, S. and Allen, R.F. Changing the corporate culture.  Sloan Management Review, Spring 1976; 33-49.

14. Allen, R.F. and Kraft, C. Beat the System. New York: McGraw-Hill, 1980.

15. Keep American Beautiful A Place to Begin, 1979.

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