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Chapter 06 - Resistance to Change
6-1
Chapter 6
Resistance to Change
Learning Objectives
On completion of this chapter you should be able to:
• Identify signs of resistance to change.
• Understand reasons for resistance to change.
• Be alert to resistance from within the ranks of management.
• Recognize the strengths and weaknesses of various approaches to the
management of resistance to change.
Chapter Summary
Resistance is a very real and common issue that is faced by change managers during the
process of change. The signs of, and reasons why employees resist change can vary
greatly, and it is important that change managers are aware of these variations. It can be
considered “tridimensional” involving affective, behavioural and cognitive components
- how a person feels about change, what they think about it and how they act in the face
of change.
The behavioural response may take active or passive forms. Examples of active
resistance are: being critical, finding fault, ridiculing, appealing to fear, using facts
selectively, blaming or accusing, sabotaging, intimidating or threatening, manipulating,
distorting facts, blocking, undermining, starting rumors, and arguing. Examples of
passive resistance are: agreeing verbally but not following through (“malicious
compliance”);failing to implement change; procrastinating or dragging one’s feet;
feigning ignorance; withholding information, suggestions, help, or support; standing by
and allowing change to fail.

6-2
Images of Resistance to Change
Image of
Managing
Change
Perspective on Resistance to Change
Director Resistance signifies that not everyone is on board with the change
program. Managerial skills can be acquired to overcome this.
Navigator Resistance is expected and represents different interests within the
organization. It should be overcome but this is not always
possible.
Caretaker Resistance is short-lived; change occurs despite attempts to stop
it.
Coach Resistance is to be expected and managers need to show others
that the resistance does not promote effective teamwork.
Interpreter Resistance occurs when the change is not interpreted well or
understood. The manager’s role is to clarify the meaning of
change.
Nurturer Resistance is irrelevant to whether the change will occur.
Resistance is a matter of guesswork by the resistor.
People resist change for a number of reasons, including:
• dislike of change
• discomfort with uncertainty
• perceived negative effect on interests
• attachment to organizational culture/identity
• perceived breach of psychological contract
• lack of conviction that change is needed
• lack of clarity as to what is expected
• belief that specific change being proposed is inappropriate
• belief that the timing is wrong
• excessive change
• cumulative effect of other changes in one’s life
• perceived clash with ethics
• reaction to the experience of previous changes
• disagreement with the way change is being managed
It is often assumed that resistance is a problem that originates with employees at the
operational level of an organization. However, resistance can also come from those at
the managerial level

6-3
There are number of strategies that can be used to manage resistance and overcome
barriers to change. These strategies are:
• A “Situational” Approach: this proposes six methods for managing
resistance that should be chosen based on contextual factors.
• The Resistance Cycle, aka “Let Nature Take Its Course”: here resistance
has four psychological states through which people progress – denial,
resistance, exploration and commitment. This means that manager’s
intervention is minimized as these psychological states are the natural
course for individuals.
• “Creative Counters” to Expressions of Resistance: This suggests specific
statements that can be used in the face of general resisting comments.
• Thought Self-Leadership: Resistance to change can be overcome by
influencing the perceptions of individuals’ that drive the way they react
to change.
• Tinkering, Kludging, and Pacing: This reconfigures existing business
practices and models to make change successful.
• The “Power of Resistance”: Resistance can be used to build support for
change in the organization.
Case Study Discussion:
Problems at Perrier
1. Identify the key elements of the resistance to change described in this situation.
This question gives students the opportunity to apply the types of resistance to
the case study. The signs of resistance by the employees include:
• Being critical (of Nestle’s intentions)
• Undermining: When challenged by management with bottles of Badoit
Rouge in the cafeteria, employees responded by dumping the bottles in
front of the director’s door to block his way.
Students could go through the list of signs of resistance and the others that are
applicable.
2. Construct a change management strategy for dealing with this situation. In so
doing, identify what approach(es) to managing resistance you recommend and
provide a clear justification for your choice.

6-4
In groups, students should create the underlying change strategy that Perrier
management could use. Its focus would be on managing the ongoing resistance
from employees that have been faced since the company’s financial decline.
Students could use and apply any one of these approaches.
A “Situational” Approach: This approach outlines six methods that can be
used to manage resistance to change. They are:
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and cooptation
6. Explicit and implicit coercion
In the case of Perrier it would seem that methods 1-4 could be effectively used –
participation is the key to dealing with the workers and the union, not coercion
or manipulation.
The Resistance Cycle: This approach allows the process of resistance to take
its course with little direct action by change managers. It is said that the cycle of
resistance goes through four stages: shock, defensive retreat, acknowledgement
and adaptation, and change. This appears to be the strategic approach
management has taken without success. This, therefore, may not be the most
successful way forward for Perrier.
“Creative Encounters” to Expressions of Resistance: This is a way of using
expressions of resistance to interpret the reason behind change. This is an
effective way of understanding the various viewpoints that may arise during the
change process and may give management a more in-depth understanding of the
change at Perrier.
Thought Self-Leadership: This approach focuses on the way a leader’s
influence and power can be used to control the thoughts and beliefs of
employees. As with methods 5 and 6 of the situational approach, thought self-
leadership would not be the most valuable way of mending the damaged
relationships between the employees and management at Perrier. The thoughts
and beliefs of employees, however, are an important area for change and
demand attention at Perrier. An evaluation of the organizational culture could
help facilitate change.
Tinkering, Kludging, and Pacing: This approach focuses on the different
scales of management that are necessary – depending on the nature of the
change and resistance that results from it. This process of scaling the approach
to resistance would be a useful way of management not “blowing things out of
proportion” and keeping the level of resistance in perspective.

6-5
The “Power of Resistance”: This approach highlights the benefits of
embracing resistance and resistors and using them as vehicles to promote
change. By respecting the views of resistors, the underlying issues can be better
understood and joining forces can reduce the perceived distance between
management and employees.
Tables from the Text
The following provides a brief summary of the key points in each of the tables in the
text.
TABLE Table Heading Page
6.1 The Dilbert Principle on Change
• change is often seen as negative and only of real benefit for those at the
top of an organization.
• being aware of this attitude and the issues involved will help the change
manager to be better equipped to think through the issues from the point
of view of those who do not benefit from change.
160
6.2 Images of Resistance to Change
• this table reintroduces the six images of managing change and relates
their attitude to resistance to change.
• understanding how each “image” interprets resistance is important - this
will help the student be sensitive to differing perspectives.
160
6.3 Merger in Adland
• graphic vignettes are a powerful way to illustrate change issues.
• encourage students to have an array of their own short stories to help
increase their awareness of the issues involved in managing change.
• with a bit of thought most managers could find a number of examples
like these from their own experience in change situations.
161
6.4 The Aircraft Carrier of Madison Avenue
• The example of Madison Avenue is used to illustrate that changing the
name and work style of an organization can result in resistance
• Students should recognise that resistance as fence sitting can result in
inertia in the organization
162
6.5 A Personal View on Change
• people view change in many different ways, and this can differ
depending on the situation
• someone who embraces change in their work may adhere strongly to
routines in other areas. Acceptance to change is not always predictable,
as it can depend on circumstances.
162
6.6 The FBI Revisited
• The FBI example is used gain (see Chapter 4 for previous example)
• overcoming ingrained organizational culture and identity issues can be
very difficult for larger organizations and result in resistance
163

6-6
6.7 Moneyball
• change can be embraced by outside organizations but still resisted inside
the organization
• challenging peoples roles and redistributing their power basis can cause
resistance
164
6.8 The Organizational Effects of Excessive Change
• change can have a negative effect on an organization.
• this short description of the effects of “excessive change” can be used to
initiate a discussion on symptoms students experienced.
167
6.9 Change Scripts: Implications for Managing Change
• a short list of how to effectively manage change scripts.
• this table has information that raises awareness of the issues involved in
change, and will help students to be aware of potential reactions.
168
6.10 Liz Claiborne
• “mental maps” can be based on incorrect assumptions that over time
results in errors of management.
• while most of us follow “mental maps” it is important for the change
manager to be aware of this.
171

6-7
TABLE Table Heading Page
6.11 Kotter and Schlesinger’s Methods for Managing Resistance…
• managing resistance to change is one of the important skills needed for a
change manager.
• this table illustrates one approach to managing resistance.
173
6.12 The Situational Approach Made Simple
• the context of the change is important when deciding on how to deal with
the resistance to change
• a possible outcome is the removal of resisters
174
6.13 Expressions of Resistance and Management Responses
• roles plays and scenarios help illustrate the situations that a change
manager could find themselves in.
• this table has some of the more common resistance scripts.
• possibly one approach to this table it to use it for discussions in class, and
for students to realize what their areas of resistance.
175-
176
6.14 The Value of Pricing
• leadership involves the skill of knowing what to change, when to change
it, and when to stop.
• many change management programs are excellent, yet fail because
management doesn’t know when to stop making changes – being aware
of “change fatigue” in an organization is an important step in the process
and should not be left to chance.
177
6.15 Dealing with Resistance: Default Options
• identifying and understanding the source of resistance is important.
• more important is to be able to deal with resistance from a number of
differing approaches. This table lists the default positions, characteristics
as well as limitations of a number of approaches that the change manager
could use when confronted with resistance.
• students could use the table as a starting point for finding examples in the
press and from their own experience.
179-
180
6.16 Chapter Reflections for the Practicing Change Manager
• the aim of this section is to try to crystallize the lessons learnt from the
chapter and for the student to understand more about their own approach.
• outcome of reviewing these reflections is to have clearer understanding
of the nature of resistance in management and in change situations.
• answering these questions individually and then discussing their answers
in a small group will help students to understand the complexities of this
often volatile area of managing change.
181
6.17 Additional Case Studies
• supplementary cases for further study.
• more details on these cases are provided below.
184

6-8
Video
The Charlie Rose Website
http://www.charlierose.com/home
The interview with Lee Scott of Wal-Mart discusses various issues relating to change
management. A specific section that can be highlighted for students is the controversy
surrounding the company’s labor practices and resistance in the workplace. Students
can discuss how resistance was managed at Wal-Mart and what could have been
improved.
Exercises and Answers
EXERCISE 6.1 (p.167)
Identify Your Change Script
Purpose
Previous experiences in life can often influence the way we see the world. These tightly
held assumptions/beliefs are often subconsciously affecting our attitude to situations in
such a way that there is a strong bias. The aim of this exercise is to increase the
awareness of some of the “scripts” that students have in relation to change.
Options/Techniques/Requirements
Format:
• Individual only
Materials:
• Read through the sections on support and resistance to change (p.159-169)
Time Required:
This exercise is estimated to take 5-15 minutes (excluding above reading) depending on
the student’s experiences and their willingness and/or ability to identify their
assumptions.
Undergraduate:
Students with limited professional experience may need to select another type of
organization other than a business to be able to draw on their past experience of change.
MBA/Executive:
Students with professional experience would probably have more experience of change
than the undergraduates but may not be very aware of their attitude to previous change.

6-9
Potential Problems and Helpful Hints
• Students without professional work experience may feel they don’t have an
example to use to answer this question. The criteria for the exercise could be
broadened to be an organizational routine they experienced (or are familiar
with because of the experience of a partner or family member) while at
school, in a club (sport or association), while in a summer job, or in a
church or formalised group (debating team, or as a volunteer on a project).
The main criteria would be that they were involved over time, and they are
familiar with the procedure of “how things were done”.
• This is an awareness exercise, so some students may find this uncomfortable
and have difficulty analysing their responses. This will especially be true for
the students who are looking for the “right” answers. This could be a
challenging or threatening exercise for some students, and the instructor can
help the process by emphasizing that any written work submitted for this
exercise will be kept confidential on request.
• Possibly this exercise should only be graded pass/fail in relation to effort
made to complete the work, not in relation to the revelations that they share
in their answers.
• It may be useful to set a length limit on the answer, eg, one page.
Debriefing
The scripts that people have produced can provide an interesting basis for discussion of
people’s experiences of change. They can also be used to make the point that managers
who are placed in the situation of managing change are likely to face a situation where
the people they are dealing with have such scripts. These scripts will influence the
reaction of people to proposed changes independent of the actions of the current
manager of change.
Guidelines for Answers to Questions
The answers to the questions in the exercises will need to be assessed according to the
experience and education level of the students. The answers given here are only a
guide.
People’s previous experiences of change provide them with a “script”- a set of
assumptions/beliefs as to what happens in a situation of organizational change. Based
on your previous experiences of organizational change, what are your expectations in
terms of what events/actions/outcomes will follow the announcement of a program of
change in an organization?
Note: Choose the format that suits you; for example, one option is bullet points;
another is a narrative (story-like) approach.
A good answer would reveal the student’s thoughts and feelings about change.

6-10
EXERCISE 6.2 ( p.169)
Preventing Resistance
Purpose
Resistance takes many forms, and can be the cause for the failure of a potentially good
change program. Understanding resistance involves the ability to identify it, and then
take action to diminish its effect. The reason for resistance to a change can vary from
one person to another and from one situation to the next. This exercise is to help equip
students with some options for dealing with resistance.
Format:
• Individual or small groups of three to four students.
Materials:
• Read through the sections on support and resistance to change (Text pp159-
169),
• Flip chart/easel and paper if exercise is completed in groups.
Time Required:
This exercise lists fourteen reasons for resistance that can be applied to almost any
situation. If class time is limited the list could be split in two, with each group having
to find proposed actions for only seven of the reasons for resistance. Completing the
exercise in this manner would only take 20 minutes. At the end of the time the groups
could present their information back to the whole class. If a longer time for the
exercise is available, then students could work in smaller groups. If this is presented as
an individual exercise for assessment the time required to complete the exercise would
be up to two hours.
Undergraduate:
Students may not be sure how to complete the exercise. To avoid this problem, the
instructor can select four of the reasons for resistance (from the list) and discuss the
associated proposed actions in class. These examples should help students to
understand how to work with the other ten reasons for resistance in the exercise. The
exercise could then be completed individually or in small groups.
MBA/Executive:
This exercise could be very dynamic if completed in groups of three to four, with each
group assigned two or three reasons for resistance being required to find at least three
proposed actions for each one. This could then be presented by the groups back to the
whole class. The exercise could then be extended to have the students try to rank the
proposed action for each resistance to change in order of assessed effectiveness.

6-11
• Lack of business experience could be overcome by challenging students to
think of situations in school, people they know from clubs, children who do
not want to do something, or even ideas from movies they have seen.
Debriefing
If the instructor has a few humorous stories describing the extent to which people will
go to resist change, this will illustrate the topic well and make the information more
memorable. Remind students that even though some of the stories are funny, the
situations for those involved were often very serious. After listening to these stories of
resistance, students could be asked to suggest what they think would be a proposed
action that would be appropriate.
experience and education level of the students.
Listed below are a number of reasons why people may be resistant to a change. For
each of the reasons, identify at least one action that could be taken by management to
reduce the prospect that it will be a significant source of resistance.
Reason for Resistance Proposed Action
Dislike of change
Discomfort with uncertainty
Perceived negative effects on interests
Attachment to established culture/ways
of doing things
Perceived breach of psychological contract
Lack of conviction that change is needed
Lack of clarity as to what is expected
Belief that the specific change being
proposed is inappropriate
Belief that the timing is wrong
Excessive change
Cumulative effect of other changes in one’s life
Perceived clash with ethics
Reaction to the experience of previous changes
Disagreement with the way the change is being managed
The cited actions could include ideas like: communicating the problems associated with
inaction, the value from communicating objectives, the value of allocating resources to
the change, etc.

6-12
Responding to Resistance: Assessing Your Personal Style
Purpose
Here the challenge is for the students to increase their awareness of how they
themselves behave in response to resistance.
Format:
• Individual.
Materials:
• Read through the sections on managing resistance (Text p.157-164).
Time Required:
This exercise should take 20- 30 minutes (excluding the above reading).
Undergraduate:
Students may need to select another type of organization other than a business to draw
on their past experience of change.
MBA/Executive:
Students with professional experience will be more likely to have experienced
resistance.
• Although some students may have had professional experience, they may
take some time to complete the exercise because they are unlikely to have
reflected on the experience this consciously or directly, previously.
Debriefing
Students need to realize that resistance may occur in many situations and be directed at
a manager even though they did not instigate the change; they may just be the person
who was accessible. Often an individual’s resistance or support in a change situation is
interpreted in terms that are polarised or extreme e.g. bad/good or they like me/they
don’t like me. A skilled change manager won’t react to resistance, rather they will be
able to look beyond it and try to find the source of the real problem. Resistance to
change is usually the symptom and not the cause of problems, as it is often a signal
indicating other issues, such as poor communication, are present.
guide.

6-13
Consider a past change in which you were involved that was seriously affected by
resistance.
1. When did you first become aware of resistance?
Part of the learning from this question is for the student to assess their awareness of a
resistance situation.
2. What form did the resistance take?
The answer to this should include a description of the actions of the person who was
resisting the change.
3. What were your first thoughts (e.g., anger, betrayal, confusion, relief)?
The student’s response to this will give a good indicator of the student’s attitude to
resistance.
4. What made you decide that you had to do something?
The motive given by the student for their decision will give some indication of their
priorities and what they believed was the “right thing to do,” or what they felt they had
to do.
5. What actions did you take?
The effectiveness of the actions of the student in this situation may be a reflection of a
lack understanding or skill in dealing with resistance rather than a problem with
reasoning or intelligence.
6. What was the impact in the (a) short term and (b) long term?
When students understand the consequences of their actions, it gives them more insight
into the reality of the situation over time. An effective change manager needs to address
both the short term and the long term impact of actions.
7. If you could “rewind the tape,” would you do anything differently? If so, what
approach would you use?
The answer to this question may show what the student learned from the situation, or
describe merely a reaction to the end result(s) or process. This is a good question for
students to work through if they want to gain insight into what lessons they have taken
away from a situation that was seriously affected by resistance.
EXERCISE 6.4 (pp.178-179)
Jack’s Dilemma
Purpose
This situation describes a dilemma in change management, and encourages the student
to find what their answer would be in the described situation with Jack, the newly
appointed general manager. This exercise serves two purposes. Firstly it gives the
student a chance to consolidate the information learned in the other exercises in this
chapter, and secondly, it gives them an opportunity to practice working with a case
study scenario.

6-14
Format:
• Individual or small groups of two to three students.
Materials:
• Read through the sections on managing resistance (pp.172-180)
Time Required:
Time for the class exercise is 15 to 30 minutes to work out the factors that would need
to be considered and formulate an answer to the questions.
Undergraduate:
Students may need more time if working individually on the exercise.
MBA/Executive:
Students with professional experience will probably be more aware of their views in a
given situation such as Jack’s because of past experience. The response of this group of
students would be expected to be more detailed and sophisticated compared to the
undergraduate student’s response.
• Students should be encouraged to be creative and told that there is no
“wrong” answer, only a poor justification for the answer that is given, or a
lack of good reasoning.
Debriefing
The option for creativity in the answer could be illustrated by a few scenarios of “what
I should tell Jack and why.” The students could be taken through a “how to” approach
for this type of mini case that would help them with future situations. The debriefing
after the exercise is completed will need to address the complexity of the situation and
give some examples of simple steps that could have been taken by Jack.
guide.
Jack White is the newly appointed general manager of the pet food division of
Strickland Corporation. He has completed a strategic review that has convinced him
that the division needs to undergo substantial change in a number of areas and to do so
relatively swiftly given the recent strategic moves of key competitors.
Although he is new, he is familiar enough with the company to know that there will be
significant resistance to the changes from a number of quarters. He also suspects that
some of this resistance will come from people with the capacity to act in ways that
could seriously impede successful change.

6-15
Jack reflects on the situation. He believes that it is important to introduce the proposed
changes soon, but he also recognizes that if he acts speedily in this regard, he’ll have
virtually no time to have a dialogue with staff about the proposed changes, much less
involve them in any significant way.
One option is to act speedily and to make it clear that “consequences” will follow for
anyone not cooperating. He certainly has the power to act on such a threat. The risk,
Jack knows, is that even if no one outright resists, there’s a big difference between not
cooperating and acting in a manner that reflects commitment. He knows that he needs
the cooperation of key groups of employees and that sometimes “minimum-level
compliance” can be as unhelpful as outright resistance when it comes to implementing
change. “But maybe I’m exaggerating this problem,” he thinks to himself. “Maybe I
should just go ahead with the change. If people don’t like it, they can leave; if they stay,
they’ll come around.”
But Jack’s not sure. He reflects on another option: Maybe he should spend more time
on building up support at least among key groups of managers and employees, if not
more broadly within the organization. “Maybe,” he thinks, “the need to change is not
quite as immediate as I think.” “I just know that I’d feel a whole lot better if this
consultation could happen quickly.”
Your Task
Jack respects your opinion on business matters and has asked you for your views on his
situation. What factors would you suggest to Jack that he take into account in deciding
what course of action to take?
The answer to the question would include the following considerations:
• an explanation of the default options, characteristics, and limitations, of the
different positions that Jack thinks the staff could take
• an assessment of the positives, negatives and neutrals of each of the above
positions in isolation using scenarios
• ideas relevant to managing resistance should be discussed for each of the
options
• an assessment of the combined “best” and “worst” scenario of the groups
together
• a decision as to what options are not worth the risk, and what could be
workable
• reviewing the workable scenarios and determining if there are any actions
that could improve the response

6-16
Ajax Minerals
Purpose
This situation describes the actions taken by senior managers in a change management
situation. The idea is to assess the activities and actions of the management of Ajax
Minerals, assess the effectiveness of the solution, and determine if the student would
take the same action.
Format:
• Individual or small groups of two to three students.
Materials:
• Read through the sections on managing resistance (pp.172-180)
Time Required:
The time required for this exercise would be approximately 20 minutes as either an
individual exercise, or as a group.
Undergraduate:
It may be preferable for students to work on this as an individual exercise.
MBA/Executive:
Students with professional experience would probably be more aware of what their
views would be in a situation such as the one described in the mini case. The response
of this group of students would be expected to be more detailed and sophisticated
compared to the undergraduate student’s response.
• Interpreting the actions taken by another group is often difficult to assess if
the student has limited experience in this type of situation.
Debriefing
A good debriefing for the class would be through a class discussion of Question One,
by assessing the options taken by Ajax and considering their strengths and weaknesses.
The MBA/Executive Group could work through Question Two in class as well as
Question One by working out a course of action. Linking this back to the material in
the text and lectures would help provide revision of the topic.
experience and education level of the students.

6-17
Ajax Minerals is a U.S. mining company. It has been operating at full capacity, but
there are problems on the horizon. Within the next three or four years, Pacific Rim
companies will be able to mine and ship the same minerals to the U.S. for less than
Ajax can get them out of the ground. The leadership team saw this challenge and
wanted to do something immediately. However, no one else in the company saw the
threat. Supervisors and hourly workers could only see that work was going on around
the clock and that they were earning a lot of overtime pay.
Although the current group of senior managers was fairly well respected, there is a
history within Ajax of poorly run changes and even poorer management-labor
relations. The latter had gotten so bad that if management asked for something,
workers were immediately suspicious that management was up to something that would
have unpleasant outcomes for the workers (e.g., layoffs, pay cuts). In light of this, the
leadership team was aware that, at the very least, the workers’ reaction to any current
initiative was likely to be a resigned “here we go again.” Similarly, they were
concerned that the union would be likely to view any reference by management to
“problems on the horizon” as a ploy to gain concessions during the next contract talks.
Given the history of their relationship, the leadership team expected workers to drag
their feet on implementing any new approaches and by so doing undermine the
prospects of success. History suggested that both supervisors and workers would do
just enough to “get by,” that is, they would provide minimum compliance.
Ajax management responded to the situation by establishing interactive sessions
involving both managers and supervisors. They decided that they needed to make a
compelling case for change before they began thinking about specific strategies. In the
past, they had done the planning before ever getting others involved in any way, and
suspected that that had contributed to the subsequent resistance. During the interactive
sessions, the general manager and the managers made the case for change. As part of
this process they used stories about various companies that had faced similar situations
and had suffered badly as a result of their inability to respond to competitive forces.
They also, for the first time, adopted an “open-book” approach in which employees
were given unprecedented access to data on Ajax’s financial performance, particularly
“the numbers that drive the business.” Following on from this, a practice was
established whereby workers, supervisors and managers met weekly to share key
performance numbers.
In the view of the Ajax management, they are already seeing a new level of cooperation
between management and labor and are hopeful that it will help turn around the
situation that has applied in the past in terms of management-labor relations.
Your Task:
1. Comment on the Ajax managers’ approach to the situation that they faced. Do you
think that it will work long-term? Provide supporting arguments for your view.
Students are required to assess how this situation will work in the long-term based on
the information in the case. They should cite examples to support their argument.

6-18
2. If you were dealing with the situation that the Ajax managers faced, what approach
would you have taken? Provide supporting arguments for your approach.
This question requires a personal answer based on the student’s experience and
knowledge of business management. Whatever the approach taken by the student in
their answer, they should give reasons. The various approaches discussed in the text (pp
172-180) provide options for consideration.
Additional Case Studies (p.184)
Triangle Community Foundation Case & Teaching Note
Dees, J.G. & Anderson, B. (2001) Stanford University
A company changes its emphasis from prioritizing service to “not for profit” support
organizations to its end customers (donors). This change had some internal resistance
from employees as well as some pressure from external stakeholders. The case details
some of the struggles at Triangle and the resulting solutions with an emphasis on
communicating change.
Ballarpur Industries Limited (A) & (B) Video & Case
Killing, P. (2003) IMD Lausanne
An interesting video exposing the issues involved in promoting a junior member of a
family-run business to CFO with the mandate to “fix the problem!” Ballarpur, India,
required fairly fast changes to be implemented if the company was to be revitalized
without alienating members of the family. Some complicated management issues are
discussed, especially addressing “What had gone wrong?” This is a good case for
illustrating issues from Chapter 10 as well.
Taking Charge at Dogus Holding (A) Case & Teaching Note
Khurana, R.; Carioggia, G.M. & Simon, J. (2001) Harvard Business School
Taking Charge at Dogus Holding (B) Case & Teaching Note
Khurana, R. & Carioggia, G.M. (2002) Harvard Business School Supports (A)
In a time of high instability and turbulent economic times in Turkey, Ferit Sahenk took
over Dogus Holdings (a family-based business) from his father. His challenge was to
increase the participation of the management board in the daily activities of the
company and then to sell these changes in the business to the rest of the staff.
Resistance to change is addressed in this case, along with how to deal with it in a
constructive way in order to build relationships and strengthen the company. This case
also demonstrates the skills required for successful communication of change (Chapter
11).

6-19
“Classic Case”
Donna Dubinsky and Apple Computer, Inc. (A)
Gentile, M., under direction of Jick, T.D. (1986) Harvard Business School
In 1985, Steve Jobs, founder and chairman of Apple Computer, proposed a change in
the product distribution process of the company. These changes would result in a
transfer of responsibilities away from the current distribution manager Donna Dubinsky
who did not believe that the changes would work. The case presents an example of
unsuccessful conflict management. This is a good case for examining the power issues
and difficulties that can arise in business when senior managers are in conflict.
For those who want more…
Donna Dubinsky and Apple Computer, Inc. (B) Case & Teaching Note
Donna Dubinsky and Apple Computer, Inc. (C) Case & Teaching Note
Donna Dubinsky and Apple Computer, Inc. (D)
Donna Dubinsky and Apple Computer, Inc. (E)
These four cases extend and supplement the case Donna Dubinsky and Apple
Computer, Inc. (A). They add background information to the original case from a
number of differing perspectives, including a copy of some management style
assessment questionnaires completed by Dubinsky and some more details on Debi
Coleman.
Debi Coleman and Apple Computer, Inc. Case & Teaching Note
This case describes the conflict with Donna Debinsky at Apple Computer, Inc. from the
perspective of Debi Coleman. The issues seem different from her side of the story, and
show how issues in management and conflict are complex and not always resolved.
This case extends the information found in the other cases on Apple Computer, Inc. to
give a view of the situation from a number of viewpoints.

Another Random Scribd Document
with Unrelated Content

"It wasn't I," he said dazedly. He knew who it was, though. The man
who had tried to kill him last night. The reason for the attack now
became clear. The thug had wanted his identification tab. Worse, he
had gotten it.
"No doubt it wasn't," she said wearily. "Outsiders don't seem to
understand what galactic travel entails."
Outsiders? Evidently what she called those who lived beyond the
second transfer ring. Were those who lived at the edge of the
Galaxy, beyond the first ring, called Rimmers? Probably.
She was still speaking: "Ten years to cross the Galaxy, without
stopping. At present, no ship is capable of that. Real scheduling is
impossible. Populations shift and have to be supplied. A ship is taken
off a run for repairs and is never put back on. It's more urgently
needed elsewhere. The man who depended on it is left waiting;
years pass before he learns it's never coming.
"If we had instantaneous radio, that would help. Confusion wouldn't
vanish overnight, but it would diminish. We wouldn't have to depend
on ships for all the news. Reservations could be made ahead of time,
credit established, lost identification replaced—"
"I've traveled before," he interrupted stiffly. "I've never had any
trouble."
She seemed to be exaggerating the difficulties. True, the center was
more congested. Taking each star as the starting point for a limited
number of ships and using statistical probability as a guide—why, no
man would arrive at his predetermined destination.
But that wasn't the way it worked. Manifestly, you couldn't compare
galactic transportation to the erratic paths of air molecules in a giant
room. Or could you?

For the average man, anyone who didn't have his own inter-stellar
ship, was the comparison too apt? It might be.
"You've traveled outside, where there are still free planets waiting to
be settled. Where a man is welcome, if he's able to work." She
paused. "The center is different. Populations are excessive. Inside
the third ring, no man is allowed off a ship without an identification
tab. They don't encourage immigration."
In effect, that meant no ship bound for the center would take a
passenger without identification. No ship owner would run the risk of
having a permanent guest on board, someone who couldn't be rid of
when his money was gone.
Cassal held his head in his hands. Tunney 21 was inside the third
ring.
"Next time," she said, "don't let anyone take your identification."
"I won't," he promised grimly.
The woman looked directly at him. Her eyes were bright. He revised
his estimate of her age drastically downward. She couldn't be as old
as he. Nothing outward had happened, but she no longer seemed
dowdy. Not that he was interested. Still, it might pay him to be
friendly to the first counselor.
"We're a philanthropic agency," said Murra Foray. "Your case is
special, though—"
"I understand," he said gruffly. "You accept contributions."
She nodded. "If the donor is able to give. We don't ask so much that
you'll have to compromise your standard of living." But she named a
sum that would force him to do just that if getting to Tunney 21 took
any appreciable time.

He stared at her unhappily. "I suppose it's worth it. I can always
work, if I have to."
"As a salesman?" she asked. "I'm afraid you'll find it difficult to do
business with Godolphians."
Irony wasn't called for at a time like this, he thought reproachfully.
"Not just another salesman," he answered definitely. "I have special
knowledge of customer reactions. I can tell exactly—"
He stopped abruptly. Was she baiting him? For what reason? The
instrument he called Dimanche was not known to the Galaxy at
large. From the business angle, it would be poor policy to hand out
that information at random. Aside from that, he needed every
advantage he could get. Dimanche was his special advantage.
"Anyway," he finished lamely, "I'm a first class engineer. I can always
find something in that line."
"A scientist, maybe," murmured Murra Foray. "But in this part of the
Milky Way, an engineer is regarded as merely a technician who
hasn't yet gained practical experience." She shook her head. "You'll
do better as a salesman."
He got up, glowering. "If that's all—"
"It is. We'll keep you informed. Drop your contribution in the slot
provided for that purpose as you leave."
A door, which he hadn't noticed in entering the counselling cubicle,
swung open. The agency was efficient.
"Remember," the counselor called out as he left, "identification is
hard to work with. Don't accept a crude forgery."
He didn't answer, but it was an idea worth considering. The agency
was also eminently practical.
The exit path guided him firmly to an inconspicuous and yet
inescapable contribution station. He began to doubt the
philanthropic aspect of the bureau.

"I've got it," said Dimanche as Cassal gloomily counted out the sum
the first counselor had named.
"Got what?" asked Cassal. He rolled the currency into a neat bundle,
attached his name, and dropped it into the chute.
"The woman, Murra Foray, the first counselor. She's a Huntner."
"What's a Huntner?"
"A sub-race of men on the other side of the Galaxy. She was
vocalizing about her home planet when I managed to locate her."
"Any other information?"
"None. Electronic guards were sliding into place as soon as I reached
her. I got out as fast as I could."
"I see." The significance of that, if any, escaped him. Nevertheless, it
sounded depressing.
"What I want to know is," said Dimanche, "why such precautions as
electronic guards? What does Travelers Aid have that's so secret?"
Cassal grunted and didn't answer. Dimanche could be annoyingly
inquisitive at times.
Cassal had entered one side of a block-square building. He came out
on the other side. The agency was larger than he had thought. The
old man was staring at a door as Cassal came out. He had
apparently changed every sign in the building. His work finished, the
technician was removing the visual projector from his head as Cassal
came up to him. He turned and peered.
"You stuck here, too?" he asked in the uneven voice of the aged.
"Stuck?" repeated Cassal. "I suppose you can call it that. I'm waiting
for my ship." He frowned. He was the one who wanted to ask
questions. "Why all the redecoration? I thought Travelers Aid was an
old agency. Why did you change so many signs? I could understand
it if the agency were new."

The old man chuckled. "Re-organization. The previous first counselor
resigned suddenly, in the middle of the night, they say. The new one
didn't like the name of the agency, so she ordered it changed."
She would do just that, thought Cassal. "What about this Murra
Foray?"
The old man winked mysteriously. He opened his mouth and then
seemed overcome with senile fright. Hurriedly he shuffled away.
Cassal gazed after him, baffled. The old man was afraid for his job,
afraid of the first counselor. Why he should be, Cassal didn't know.
He shrugged and went on. The agency was now in motion in his
behalf, but he didn't intend to depend on that alone.
"The girl ahead of you is making unnecessary wriggling motions as
she walks," observed Dimanche. "Several men are looking on with
approval. I don't understand."
Cassal glanced up. They walked that way back in good old L.A. A
pang of homesickness swept through him.
"Shut up," he growled plaintively. "Attend to the business at hand."
"Business? Very well," said Dimanche. "Watch out for the transport
tide."
Cassal swerved back from the edge of the water. Murra Foray had
been right. Godolphians didn't want or need his skills, at least not on
terms that were acceptable to him. The natives didn't have to exert
themselves. They lived off the income provided by travelers, with
which the planet was abundantly supplied by ship after ship.
Still, that didn't alter his need for money. He walked the streets at
random while Dimanche probed.
"Ah!"
"What is it?"

"That man. He crinkles something in his hands. Not enough, he is
subvocalizing."
"I know how he feels," commented Cassal.
"Now his throat tightens. He bunches his muscles. 'I know where I
can get more,' he tells himself. He is going there."
"A sensible man," declared Cassal. "Follow him."
Boldly the man headed toward a section of the city which Cassal had
not previously entered. He believed opportunity lay there. Not for
everyone. The shrewd, observant, and the courageous could
succeed if—The word that the quarry used was a slang term,
unfamiliar to either Cassal or Dimanche. It didn't matter as long as it
led to money.
Cassal stretched his stride and managed to keep the man in sight.
He skipped nimbly over the narrow walkways that curved through
the great buildings. The section grew dingier as they proceeded. Not
slums; not the show-place city frequented by travelers, either.
Abruptly the man turned into a building. He was out of sight when
Cassal reached the structure.
He stood at the entrance and stared in disappointment.
"Opportunities Inc.," Dimanche quoted softly in his ear. "Science,
thrills, chance. What does that mean?"
"It means that we followed a gravity ghost!"
"What's a gravity ghost?"
"An unexplained phenomena," said Cassal nastily. "It affects the
instruments of spaceships, giving the illusion of a massive dark body
that isn't there."
"But you're not a pilot. I don't understand."
"You're not a very good pilot yourself. We followed the man to a
gambling joint."

"Gambling," mused Dimanche. "Well, isn't it an opportunity of a
sort? Someone inside is thinking of the money he's winning."
"The owner, no doubt."
Dimanche was silent, investigating. "It is the owner," he confirmed
finally. "Why not go in, anyway. It's raining. And they serve drinks."
Left unstated was the admission that Dimanche was curious, as
usual.
Cassal went in and ordered a drink. It was a variable place,
depending on the spectator—bright, cheerful, and harmonious if he
were winning, garish and depressingly vulgar if he were not. At the
moment Cassal belonged to neither group. He reserved judgment.
An assortment of gaming devices were in operation. One in
particular seemed interesting. It involved the counting of electrons
passing through an aperture, based on probability.
"Not that," whispered Dimanche. "It's rigged."
"But it's not necessary," Cassal murmured. "Pure chance alone is
good enough."
"They don't take chances, pure or adulterated. Look around. How
many Godolphians do you see?"
Cassal looked. Natives were not even there as servants. Strictly a
clip joint, working travelers.
Unconsciously, he nodded. "That does it. It's not the kind of
opportunity I had in mind."
"Don't be hasty," objected Dimanche. "Certain devices I can't
control. There may be others in which my knowledge will help you.
Stroll around and sample some games."
Cassal equipped himself with a supply of coins and sauntered
through the establishment, disbursing them so as to give himself the

widest possible acquaintance with the layout.
"That one," instructed Dimanche.
It received a coin. In return, it rewarded him with a large shower of
change. The money spilled to the floor with a satisfying clatter. An
audience gathered rapidly, ostensibly to help him pick up the coins.
"There was a circuit in it," explained Dimanche. "I gave it a shot of
electrons and it paid out."

"Let's try it again," suggested Cassal.
"Let's not," Dimanche said regretfully. "Look at the man on your
right."
Cassal did so. He jammed the money back in his pocket and stood
up. Hastily, he began thrusting the money back into the machine. A
large and very unconcerned man watched him.
"You get the idea," said Dimanche. "It paid off two months ago. It
wasn't scheduled for another this year." Dimanche scrutinized the
man in a multitude of ways while Cassal continued play. "He's
satisfied," was the report at last. "He doesn't detect any sign of
crookedness."
"Crookedness?"
"On your part, that is. In the ethics of a gambling house, what's
done to insure profit is merely prudence."
They moved on to other games, though Cassal lost his briefly
acquired enthusiasm. The possibility of winning seemed to grow
more remote.
"Hold it," said Dimanche. "Let's look into this."
"Let me give you some advice," said Cassal. "This is one thing we
can't win at. Every race in the Galaxy has a game like this. Pieces of
plastic with values printed on them are distributed. The trick is to get
certain arbitrarily selected sets of values in the plastics dealt to you.
It seems simple, but against a skilled player a beginner can't win."
"Every race in the Galaxy," mused Dimanche. "What do men call it?"
"Cards," said Cassal, "though there are many varieties within that
general classification." He launched into a detailed exposition of the
subject. If it were something he was familiar with, all right, but a
foreign deck and strange rules—

Nevertheless, Dimanche was interested. They stayed and observed.
The dealer was clumsy. His great hands enfolded the cards. Not a
Godolphian nor quite human, he was an odd type, difficult to place.
Physically burly, he wore a garment chiefly remarkable for its ill-
fitting appearance. A hard round hat jammed closely over his skull
completed the outfit. He was dressed in a manner that, somewhere
in the Universe, was evidently considered the height of fashion.
"It doesn't seem bad," commented Cassal. "There might be a
chance."
"Look around," said Dimanche. "Everyone thinks that. It's the classic
struggle, person against person and everyone against the house.
Naturally, the house doesn't lose."
"Then why are we wasting our time?"
"Because I've got an idea," said Dimanche. "Sit down and take a
hand."
"Make up your mind. You said the house doesn't lose."
"The house hasn't played against us. Sit down. You get eight cards,
with the option of two more. I'll tell you what to do."
Cassal waited until a disconsolate player relinquished his seat and
stalked moodily away. He played a few hands and bet small sums in
accordance with Dimanche's instructions. He held his own and won
insignificant amounts while learning.
It was simple. Nine orders, or suits, of twenty-seven cards each.
Each suit would build a different equation. The lowest hand was a
quadratic. A cubic would beat it. All he had to do was remember his
math, guess at what he didn't remember, and draw the right cards.
"What's the highest possible hand?" asked Dimanche. There was a
note of abstraction in his voice, as if he were paying more attention
to something else.
Cassal peeked at the cards that were face-down on the table. He
shoved some money into the betting square in front of him and

didn't answer.
"You had it last time," said Dimanche. "A three dimensional
encephalocurve. A time modulated brainwave. If you had bet right,
you could have owned the house by now."
"I did? Why didn't you tell me?"
"Because you had it three successive times. The probabilities against
that are astronomical. I've got to find out what's happening before
you start betting recklessly."
"It's not the dealer," declared Cassal. "Look at those hands."
They were huge hands, more suitable, seemingly, for crushing the
life from some alien beast than the delicate manipulation of cards.
Cassal continued to play, betting brilliantly by the only standard that
mattered: he won.
One player dropped out and was replaced by a recruit from the
surrounding crowd. Cassal ordered a drink. The waiter was placing it
in his hand when Dimanche made a discovery.
"I've got it!"
A shout from Dimanche was roughly equivalent to a noiseless kick in
the head. Cassal dropped the drink. The player next to him scowled
but said nothing. The dealer blinked and went on dealing.
"What have you got?" asked Cassal, wiping up the mess and trying
to keep track of the cards.
"How he fixes the deck," explained Dimanche in a lower and less
painful tone. "Clever."
Muttering, Cassal shoved a bet in front of him.
"Look at that hat," said Dimanche.

"Ridiculous, isn't it? But I see no reason to gloat because I have
better taste."
"That's not what I meant. It's pulled down low over his knobby ears
and touches his jacket. His jacket rubs against his trousers, which in
turn come in contact with the stool on which he sits."
"True," agreed Cassal, increasing his wager. "But except for his
physique, I don't see anything unusual."
"It's a circuit, a visual projector broken down into components. The
hat is a command circuit which makes contact, via his clothing, with
the broadcasting unit built into the chair. The existence of a visual
projector is completely concealed."
Cassal bit his lip and squinted at his cards. "Interesting. What does it
have to do with anything?"
"The deck," exclaimed Dimanche excitedly. "The backs are regular,
printed with an intricate design. The front is a special plastic,
susceptible to the influence of the visual projector. He doesn't need
manual dexterity. He can make any value appear on any card he
wants. It will stay there until he changes it."
Cassal picked up the cards. "I've got a Loreenaroo equation. Can he
change that to anything else?"
"He can, but he doesn't work that way. He decides before he deals
who's going to get what. He concentrates on each card as he deals
it. He can change a hand after a player gets it, but it wouldn't look
good."
"It wouldn't." Cassal wistfully watched the dealer rake in his wager.
His winnings were gone, plus. The newcomer to the game won.
He started to get up. "Sit down," whispered Dimanche. "We're just
beginning. Now that we know what he does and how he does it,
we're going to take him."

The next hand started in the familiar pattern, two cards of fairly
good possibilities, a bet, and then another card. Cassal watched the
dealer closely. His clumsiness was only superficial. At no time were
the faces of the cards visible. The real skill was unobservable, of
course—the swift bookkeeping that went on in his mind. A
duplication in the hands of the players, for instance, would be
ruinous.
Cassal received the last card. "Bet high," said Dimanche. With
trepidation, Cassal shoved the money into the betting area.
The dealer glanced at his hand and started to sit down. Abruptly he
stood up again. He scratched his cheek and stared puzzledly at the
players around him. Gently he lowered himself onto the stool. The
contact was even briefer. He stood up in indecision. An impatient
murmur arose. He dealt himself a card, looked at it, and paid off all
the way around. The players buzzed with curiosity.
"What happened?" asked Cassal as the next hand started.
"I induced a short in the circuit," said Dimanche. "He couldn't sit
down to change the last card he got. He took a chance, as he had
to, and dealt himself a card, anyway."
"But he paid off without asking to see what we had."
"It was the only thing he could do," explained Dimanche. "He had
duplicate cards."
The dealer was scowling. He didn't seem quite so much at ease. The
cards were dealt and the betting proceeded almost as usual. True,
the dealer was nervous. He couldn't sit down and stay down. He was
sweating. Again he paid off. Cassal won heavily and he was not the
only one.
The crowd around them grew almost in a rush. There is an
indefinable sense that tells one gambler when another is winning.
This time the dealer stood up. His leg contacted the stool
occasionally. He jerked it away each time he dealt to himself. At the
last card he hesitated. It was amazing how much he could sweat. He

lifted a corner of the cards. Without indicating what he had drawn,
determinedly and deliberately he sat down. The chair broke. The
dealer grinned weakly as a waiter brought him another stool.
"They still think it may be a defective circuit," whispered Dimanche.
The dealer sat down and sprang up from the new chair in one
motion. He gazed bitterly at the players and paid them.
"He had a blank hand," explained Dimanche. "He made contact with
the broadcasting circuit long enough to erase, but not long enough
to put anything in it's place."
The dealer adjusted his coat. "I have a nervous disability," he
declared thickly. "If you'll pardon me for a few minutes while I take a
treatment—"
"Probably going to consult with the manager," observed Cassal.
"He is the manager. He's talking with the owner."
"Keep track of him."
A blonde, pretty, perhaps even Earth-type human, smiled and
wriggled closer to Cassal. He smiled back.
"Don't fall for it," warned Dimanche. "She's an undercover agent for
the house."
Cassal looked her over carefully. "Not much under cover."
"But if she should discover—"
"Don't be stupid. She'll never guess you exist. There's a small lump
behind my ear and a small round tube cleverly concealed
elsewhere."
"All right," sighed Dimanche resignedly. "I suppose people will
always be a mystery to me."

The dealer reappeared, followed by an unobtrusive man who carried
a new stool. The dealer looked subtly different, though he was the
same person. It took a close inspection to determine what the
difference was. His clothing was new, unrumpled, unmarked by
perspiration. During his brief absence, he had been furnished with
new visual projector equipment, and it had been thoroughly checked
out. The house intended to locate the source of the disturbance.
Mentally, Cassal counted his assets. He was solvent again, but in
other ways his position was not so good.
"Maybe," he suggested, "we should leave. With no further
interference from us, they might believe defective equipment is the
cause of their losses."
"Maybe," replied Dimanche, "you think the crowd around us is
composed solely of patrons?"
"I see," said Cassal soberly.
He stretched his legs. The crowd pressed closer, uncommonly
aggressive and ill-tempered for mere spectators. He decided against
leaving.
"Let's resume play." The dealer-manager smiled blandly at each
player. He didn't suspect any one person—yet.
"He might be using an honest deck," said Cassal hopefully.
"They don't have that kind," answered Dimanche. He added
absently: "During his conference with the owner, he was given
authority to handle the situation in any way he sees fit."
Bad, but not too bad. At least Cassal was opposing someone who
had authority to let him keep his winnings, if he could be convinced.
The dealer deliberately sat down on the stool. Testing. He could
endure the charge that trickled through him. The bland smile spread
into a triumphant one.
"While he was gone, he took a sedative," analyzed Dimanche. "He
also had the strength of the broadcasting circuit reduced. He thinks

that will do it."
"Sedatives wear off," said Cassal. "By the time he knows it's me, see
that it has worn off. Mess him up."
The game went on. The situation was too much for the others. They
played poorly and bet atrociously, on purpose. One by one they lost
and dropped out. They wanted badly to win, but they wanted to live
even more.
The joint was jumping, and so was the dealer again. Sweat rolled
down his face and there were tears in his eyes. So much liquid
began to erode his fixed smile. He kept replenishing it from some
inner source of determination.
Cassal looked up. The crowd had drawn back, or had been forced
back by hirelings who mingled with them. He was alone with the
dealer at the table. Money was piled high around him. It was more
than he needed, more than he wanted.
"I suggest one last hand," said the dealer-manager, grimacing. It
sounded a little stronger than a suggestion.
Cassal nodded.
"For a substantial sum," said the dealer, naming it.
Miraculously, it was an amount that equaled everything Cassal had.
Again Cassal nodded.
"Pressure," muttered Cassal to Dimanche. "The sedative has worn
off. He's back at the level at which he started. Fry him if you have
to."
The cards came out slowly. The dealer was jittering as he dealt. Soft
music was lacking, but not the motions that normally accompanied
it. Cassal couldn't believe that cards could be so bad. Somehow the
dealer was rising to the occasion. Rising and sitting.

"There's a nerve in your body," Cassal began conversationally,
"which, if it were overloaded, would cause you to drop dead."
The dealer didn't examine his cards. He didn't have to. "In that
event, someone would be arrested for murder," he said. "You."
That was the wrong tack; the humanoid had too much courage.
Cassal passed his hand over his eyes. "You can't do this to men, but,
strictly speaking, the dealer's not human. Try suggestion on him.
Make him change the cards. Play him like a piano. Pizzicato on the
nerve strings."
Dimanche didn't answer; presumably he was busy scrambling the
circuits.
The dealer stretched out his hand. It never reached the cards.
Danger: Dimanche at work. The smile dropped from his face. What
remained was pure anguish. He was too dry for tears. Smoke curled
up faintly from his jacket.
"Hot, isn't it?" asked Cassal. "It might be cooler if you took off your
cap."
The cap tinkled to the floor. The mechanism in it was destroyed.
What the cards were, they were. Now they couldn't be changed.
"That's better," said Cassal.
He glanced at his hand. In the interim, it had changed slightly.
Dimanche had got there.
The dealer examined his cards one by one. His face changed color.
He sat utterly still on a cool stool.
"You win," he said hopelessly.
"Let's see what you have."

The dealer-manager roused himself. "You won. That's good enough
for you, isn't it?"
Cassal shrugged. "You have Bank of the Galaxy service here. I'll
deposit my money with them before you pick up your cards."
The dealer nodded unhappily and summoned an assistant. The
crowd, which had anticipated violence, slowly began to drift away.
"What did you do?" asked Cassal silently.
"Men have no shame," sighed Dimanche. "Some humanoids do. The
dealer was one who did. I forced him to project onto his cards
something that wasn't a suit at all."
"Embarrassing if that got out," agreed Cassal. "What did you
project?"
Dimanche told him. Cassal blushed, which was unusual for a man.
The dealer-manager returned and the transaction was completed.
His money was safe in the Bank of the Galaxy.
"Hereafter, you're not welcome," said the dealer morosely. "Don't
come back."
Cassal picked up the cards without looking at them. "And no
accidents after I leave," he said, extending the cards face-down. The
manager took them and trembled.
"He's an honorable humanoid, in his own way," whispered
Dimanche. "I think you're safe."
It was time to leave. "One question," Cassal called back. "What do
you call this game?"
Automatically the dealer started to answer. "Why, everyone
knows...." He sat down, his mouth open.
It was more than time to leave.
Outside, he hailed an air taxi. No point in tempting the management.

"Look," said Dimanche as the cab rose from the surface of the
transport tide.
A technician with a visual projector was at work on the sign in front
of the gaming house. Huge words took shape: WARNING—NO
TELEPATHS ALLOWED.
There were no such things anywhere, but now there were rumors of
them.
Arriving at the habitat wing of the hotel, Cassal went directly to his
room. He awaited the delivery of the equipment he had ordered and
checked through it thoroughly. Satisfied that everything was there,
he estimated the size of the room. Too small for his purpose.
He picked up the intercom and dialed Services. "Put a Life Stage
Cordon around my suite," he said briskly.
The face opposite his went blank. "But you're an Earthman. I
thought—"
"I know more about my own requirements than your Life Stage
Bureau. Earthmen do have life stages. You know the penalty if you
refuse that service."
There were some races who went without sleep for five months and
then had to make up for it. Others grew vestigial wings for brief
periods and had to fly with them or die; reduced gravity would
suffice for that. Still others—
But the one common feature was always a critical time in which
certain conditions were necessary. Insofar as there was a universal
law, from one end of the Galaxy to the other, this was it: The habitat
hotel had to furnish appropriate conditions for the maintenance of
any life-form that requested it.
The Godolphian disappeared from the screen. When he came back,
he seemed disturbed.

"You spoke of a suite. I find that you're listed as occupying one
room."
"I am. It's too small. Convert the rooms around me into a suite."
"That's very expensive."
"I'm aware of that. Check the Bank of the Galaxy for my credit
rating."
He watched the process take place. Service would be amazingly
good from now on.
"Your suite will be converted in about two hours. The Life Stage
Cordon will begin as soon after that as you want. If you tell me how
long you'll need it, I can make arrangements now."
"About ten hours is all I'll need." Cassal rubbed his jaw reflectively.
"One more thing. Put a perpetual service at the spaceport. If a ship
comes in bound for Tunney 21 or the vicinity of it, get
accommodations on it for me. And hold it until I get ready, no
matter what it costs."
He flipped off the intercom and promptly went to sleep. Hours later,
he was awakened by a faint hum. The Life Stage Cordon had just
been snapped safely around his newly created suite.
"Now what?" asked Dimanche.
"I need an identification tab."
"You do. And forgeries are expensive and generally crude, as that
Huntner woman, Murra Foray, observed."
Cassal glanced at the equipment. "Expensive, yes. Not crude when
we do it."
"We forge it?" Dimanche was incredulous.

"That's what I said. Consider it this way. I've seen my tab a
countless number of times. If I tried to draw it as I remember it, it
would be inept and wouldn't pass. Nevertheless, that memory is in
my mind, recorded in neuronic chains, exact and accurate." He
paused significantly. "You have access to that memory."
"At least partially. But what good does that do?"
"Visual projector and plastic which will take the imprint. I think hard
about the identification as I remember it. You record and feed it
back to me while I concentrate on projecting it on the plastic. After
we get it down, we change the chemical composition of the plastic.
It will then pass everything except destructive analysis, and they
don't often do that."
Dimanche was silent. "Ingenious," was its comment. "Part of that we
can manage, the official engraving, even the electron stamp. That,
however, is gross detail. The print of the brain area is beyond our
capacity. We can put down what you remember, and you remember
what you saw. You didn't see fine enough, though. The general area
will be recognizable, but not the fine structure, nor the charges
stored there nor their interrelationship."
"But we've got to do it," Cassal insisted, pacing about nervously.
"With more equipment to probe—"
"Not a chance. I got one Life Stage Cordon on a bluff. If I ask for
another, they'll look it up and refuse."
"All right," said Dimanche, humming. The mechanical attempt at
music made Cassal's head ache. "I've got an idea. Think about the
identification tab."
Cassal thought.
"Enough," said Dimanche. "Now poke yourself."
"Where?"
"Everywhere," replied Dimanche irritably. "One place at a time."

Cassal did so, though it soon became monotonous.
Dimanche stopped him. "Just above your right knee."
"What above my right knee?"
"The principal access to that part of your brain we're concerned
with," said Dimanche. "We can't photomeasure your brain the way it
was originally done, but we can investigate it remotely. The results
will be simplified, naturally. Something like a scale model as
compared to the original. A more apt comparison might be that of a
relief map to an actual locality."
"Investigate it remotely?" muttered Cassal. A horrible suspicion
touched his consciousness. He jerked away from that touch. "What
does that mean?"
"What it sounds like. Stimulus and response. From that I can
construct an accurate chart of the proper portion of your brain. Our
probing instruments will be crude out of necessity, but effective."
"I've already visualized those probing instruments," said Cassal
worriedly. "Maybe we'd better work first on the official engraving and
the electron stamp, while I'm still fresh. I have a feeling...."
"Excellent suggestion," said Dimanche.
Cassal gathered the articles slowly. His lighter would burn and it
would also cut. He needed a heavy object to pound with. A violent
irritant for the nerve endings. Something to freeze his flesh....
Dimanche interrupted: "There are also a few glands we've got to
pick up. See if there's a stimi in the room."
"Stimi? Oh yes, a stimulator. Never use the damned things." But he
was going to. The next few hours weren't going to be pleasant. Nor
dull, either.
Life could be difficult on Godolph.

As soon as the Life Stage Cordon came down, Cassal called for a
doctor. The native looked at him professionally.
"Is this a part of the Earth life process?" he asked incredulously.
Gingerly, he touched the swollen and lacerated leg.
Cassal nodded wearily. "A matter of life and death," he croaked.
"If it is, then it is," said the doctor, shaking his head. "I, for one, am
glad to be a Godolphian."
"To each his own habitat," Cassal quoted the motto of the hotel.
Godolphians were clumsy, good-natured caricatures of seals. There
was nothing wrong with their medicine, however. In a matter of

minutes he was feeling better. By the time the doctor left, the
swelling had subsided and the open wounds were fast closing.
Eagerly, he examined the identification tab. As far as he could tell, it
was perfect. What the scanner would reveal was, of course, another
matter. He had to check that as best he could without exposing
himself.
Services came up to the suite right after he laid the intercom down.
A machine was placed over his head and the identification slipped
into the slot. The code on the tab was noted; the machine hunted
and found the corresponding brain area. Structure was mapped,
impulses recorded, scrambled, converted into a ray of light which
danced over a film.
The identification tab was similarly recorded. There was now a
means of comparison.
Fingerprints could be duplicated—that is, if the race in question had
fingers. Every intelligence, however much it differed from its
neighbors, had a brain, and tampering with that brain was easily
detected. Each identification tab carried a psychometric number
which corresponded to the total personality. Alteration of any part of
the brain could only subtract from personality index.
The technician removed the identification and gave it to Cassal.
"Where shall I send the strips?"
"You don't," said Cassal. "I have a private message to go with
them."
"But that will invalidate the process."
"I know. This isn't a formal contract."
Removing the two strips and handing them to Cassal, the technician
wheeled the machine away. After due thought, Cassal composed the
message.
Travelers Aid Bureau Murra Foray, first counselor:

If you were considering another identification tab for me, don't.
As you can see, I've located the missing item.
He attached the message to the strips and dropped them into the
communication chute.
He was wiping his whiskers away when the answer came. Hastily he
finished and wrapped himself, noting but not approving the amused
glint in her eyes as she watched. His morals were his own, wherever
he went.
"Denton Cassal," she said. "A wonderful job. The two strips were in
register within one per cent. The best previous forgery I've seen was
six per cent, and that was merely a lucky accident. It couldn't be
duplicated. Let me congratulate you."
His dignity was professional. "I wish you weren't so fond of that
word 'forgery.' I told you I mislaid the tab. As soon as I found it, I
sent you proof. I want to get to Tunney 21. I'm willing to do
anything I can to speed up the process."
Her laughter tinkled. "You don't have to tell me how you did it or
where you got it. I'm inclined to think you made it. You understand
that I'm not concerned with legality as such. From time to time the
agency has to furnish missing documents. If there's a better way
than we have, I'd like to know it."
He sighed and shook his head. For some reason, his heart was
beating fast. He wanted to say more, but there was nothing to say.
When he failed to respond, she leaned toward him. "Perhaps you'll
discuss this with me. At greater length."
"At the agency?"
She looked at him in surprise. "Have you been sleeping? The agency
is closed for the day. The first counselor can't work all the time, you

know."
Sleeping? He grimaced at the remembrance of the self-administered
beating. No, he hadn't been sleeping. He brushed the thought aside
and boldly named a place. Dinner was acceptable.
Dimanche waited until the screen was dark. The words were
carefully chosen.
"Did you notice," he asked, "that there was no apparent change in
clothing and makeup, yet she seemed younger, more attractive?"
"I didn't think you could trace her that far."
"I can't. I looked at her through your eyes."
"Don't trust my reaction," advised Cassal. "It's likely to be
subjective."
"I don't," answered Dimanche. "It is."
Cassal hummed thoughtfully. Dimanche was a business neurological
instrument. It didn't follow that it was an expert in human
psychology.
Cassal stared at the woman coming toward him. Center-of-the-
Galaxy fashion. Decadent, of course, or maybe ultra-civilized. As an
Outsider, he wasn't sure which. Whatever it was, it did to the human
body what should have been done long ago.
And this body wasn't exactly human. The subtle skirt of proportions
betrayed it as an offshoot or deviation from the human race. Some
of the new sub-races stacked up against the original stock much in
the same way Cro-Magnons did against Neanderthals, in beauty, at
least.

Dimanche spoke a single syllable and subsided, an event Cassal
didn't notice. His consciousness was focused on another discovery:
the woman was Murra Foray.
He knew vaguely that the first counselor was not necessarily what
she had seemed that first time at the agency. That she was capable
of such a metamorphosis was hard to believe, though pleasant to
accept. His attitude must have shown on his face.
"Please," said Murra Foray. "I'm a Huntner. We're adept at
camouflage."
"Huntner," he repeated blankly. "I knew that. But what's a Huntner?"
She wrinkled her lovely nose at the question. "I didn't expect you to
ask that. I won't answer it now." She came closer. "I thought you'd
ask which was the camouflage—the person you see here, or the one
at the Bureau?"
He never remembered the reply he made. It must have been
satisfactory, for she smiled and drew her fragile wrap closer. The
reservations were waiting.
Dimanche seized the opportunity to speak. "There's something
phony about her. I don't understand it and I don't like it."
"You," said Cassal, "are a machine. You don't have to like it."
"That's what I mean. You have to like it. You have no choice."
Murra Foray looked back questioningly. Cassal hurried to her side.
The evening passed swiftly. Food that he ate and didn't taste. Music
he heard and didn't listen to. Geometric light fugues that were seen
and not observed. Liquor that he drank—and here the sequence
ended, in the complicated chemistry of Godolphian stimulants.
Cassal reacted to that smooth liquid, though his physical reactions
were not slowed. Certain mental centers were depressed, others left
wide open, subject to acceleration at whatever speed he demanded.

Murra Foray, in his eyes at least, might look like a dream, the kind
men have and never talk about. She was, however, interested solely
in her work, or so it seemed.
"Godolph is a nice place," she said, toying with a drink, "if you like
rain. The natives seem happy enough. But the Galaxy is big and
there are lots of strange planets in it, each of which seems ideal to
those who are adapted to it. I don't have to tell you what happens
when people travel. They get stranded. It's not the time spent in
actual flight that's important; it's waiting for the right ship to show
up and then having all the necessary documents. Believe me, that
can be important, as you found out."
He nodded. He had.
"That's the origin of Travelers Aid Bureau," she continued. "A loose
organization, propagated mainly by example. Sometimes it's called
Star Travelers Aid. It may have other names. The aim, however, is
always the same: to see that stranded persons get where they want
to go."
She looked at him wistfully, appealingly. "That's why I'm interested
in your method of creating identification tabs. It's the thing most
commonly lost. Stolen, if you prefer the truth."
She seemed to anticipate his question. "How can anyone use
another's identification? It can be done under certain circumstances.
By neural lobotomy, a portion of one brain may be made to match,
more or less exactly, the code area of another brain. The person
operated on suffers a certain loss of function, of course. How great
that loss is depends on the degree of similarity between the two
brain areas before the operation took place."
She ought to know, and he was inclined to believe her. Still, it didn't
sound feasible.

"You haven't accounted for the psychometric index," he said.
"I thought you'd see it. That's diminished, too."
Logical enough, though not a pretty picture. A genius could always
be made into an average man or lowered to the level of an idiot.
There was no operation, however, that could raise an idiot to the
level of a genius.
The scramble for the precious identification tabs went on, from the
higher to the lower, a game of musical chairs with grim over-tones.
She smiled gravely. "You haven't answered my implied question."
The company that employed him wasn't anxious to let the secret of
Dimanche get out. They didn't sell the instrument; they made it for
their own use. It was an advantage over their competitors they
intended to keep. Even on his recommendation, they wouldn't sell to
the agency.
Moreover, it wouldn't help Travelers Aid Bureau if they did. Since she
was first counselor, it was probable that she'd be the one to use it.
She couldn't make identification for anyone except herself, and then
only if she developed exceptional skill.
The alternative was to surgery it in and out of whoever needed it.
When that happened, secrecy was gone. Travelers couldn't be
trusted.
He shook his head. "It's an appealing idea, but I'm afraid I can't help
you."
"Meaning you won't."
This was intriguing. Now it was the agency, not he, who wanted
help.
"Don't overplay it," cautioned Dimanche, who had been consistently
silent.

She leaned forward attentively. He experienced an uneasy moment.
Was it possible she had noticed his private conversation? Of course
not. Yet—
"Please," she said, and the tone allayed his fears. "There's an
emergency situation and I've got to attend to it. Will you go with
me?" She smiled understandingly at his quizzical expression.
"Travelers Aid is always having emergencies."
She was rising. "It's too late to go to the Bureau. My place has a
number of machines with which I keep in touch with the spaceport."
"I wonder," said Dimanche puzzledly. "She doesn't subvocalize at all.
I haven't been able to get a line on her. I'm certain she didn't receive
any sort of call. Be careful. This might be a trick."
"Interesting," said Cassal. He wasn't in the mood to discuss it.
Her habitation was luxurious, though Cassal wasn't impressed.
Luxury was found everywhere in the Universe. Huntner women
weren't. He watched as she adjusted the machines grouped at one
side of the room. She spoke in a low voice; he couldn't distinguish
words. She actuated levers, pressed buttons: impedimenta of
communication.
At last she finished. "I'm tired. Will you wait till I change?"
Inarticulately, he nodded.
"I think her 'emergency' was a fake," said Dimanche flatly as soon as
she left. "I'm positive she wasn't operating the communicator. She
merely went through the motions."
"Motions," murmured Cassal dreamily, leaning back. "And what
motions."
"I've been watching her," said Dimanche. "She frightens me."
"I've been watching her, too. Maybe in a different way."
"Get out of here while you can," warned Dimanche. "She's
dangerous."

Momentarily, Cassal considered it. Dimanche had never failed him.
He ought to follow that advice. And yet there was another
explanation.
"Look," said Cassal. "A machine is a machine. But among humans
there are men and women. What seems dangerous to you may be
merely a pattern of normal behavior...." He broke off. Murra Foray
had entered.
Strictly from the other side of the Galaxy, which she was. A woman
can be slender and still be womanly beautiful, without being obvious
about it. Not that Murra disdained the obvious, technically. But he
could see through technicalities.
The tendons in his hands ached and his mouth was dry, though not
with fear. An urgent ringing pounded in his ears. He shook it out of
his head and got up.
She came to him.
The ringing was still in his ears. It wasn't a figment of imagination; it
was a real voice—that of Dimanche, howling:
"Huntner! It's a word variant. In their language it means Hunter. She
can hear me!"
"Hear you?" repeated Cassal vacantly.
She was kissing him.
"A descendant of carnivores. An audio-sensitive. She's been listening
to you and me all the time."
"Of course I have, ever since the first interview at the bureau," said
Murra. "In the beginning I couldn't see what value it was, but you
convinced me." She laid her hand gently over his eyes. "I hate to do
this to you, dear, but I've got to have Dimanche."
She had been smothering him with caresses. Now, deliberately, she
began smothering him in actuality.

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