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The factory, having passed inspection, went about making antibacterial soap. We sent samples to the laboratory in Hong Kong, and we got immediate bad news the lab said that there was almost no antibacterial agent in the samples. A second attempt was made with almost the same result. Bernie was upset about this, and he worked to stall Shop Corp while we tried for a third time. The factory did not know what went wrong, only that they had a failed result. To get around the problem, the factory created 10 different samples with varying levels of the active ingredient. This time, nine of the results came back as failed, and one passed. The factory sent the successful result to Johnson Carter, and the company sent it to the retailer. When the retailer received the positive test result, it issued the purchase order. There were many problems with third-party testing. One problem was that the factory itself was commonly responsible for choosing the sample that was sent to be tested. The testing laboratories did not go to the factories to pull random samples. The factory could thus be in the habit of making a substandard product while sending over acceptable samples for testing. The testing companies that gave approval did not themselves insist that samples be randomly chosen, and neither did Johnson Carter s own customers. Testing companies were in competition with one another; and over time, we learned that one laboratory was more lenient in its testing practices than the others. These laboratories were businesses, and they knew the bene ts of providing favorable laboratory results. This did not mean that they falsi ed data, but that they offered clues.

Planetary Newbies: Still in the Starting Blocks Maybe you work for a global organization that has had little experience with the Web, your company just does not care, or it is too risk-averse to do much more than acknowledge that it is not tackling those enticing international markets. In my work with rms looking to kick the tires of global e-business, I ve seen three archetypes.

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Functional imaging studies indicate that multiple areas are involved in math skills and dyscalculia (von Aster & Shalev, 2007). A problem in studying the neurological substrates of math is that the actual processes involved in mathematics tend to vary depending on the actual math task (Geary, Hoard, & Hamson, 1999) as well as with age (Xuan et al., 2007). In a study of adolescents and using voxel-based morphometry, there is evidence that respondents with calculation dif culties had less gray matter in the left parietal lobe than those with average abilities, particularly in the left intraparietal sulcus, supporting previous research (Isaacs, Edmonds, Lucas, & Gadian, 2001). With adults, brain activity during different number-related tasks varies depending on the task requirement (Dehaene, Spelke, Pinel, Stanescu, & Tsivkin, 1999). Tasks requiring estimation or approximation or number comparison were associated with a pattern of cortical activation with maximum activation in the inferior parietal regions of both hemispheres; this was conceptualized

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Customer Feedback:

1. Ron Nicol, Shaping Up: The Delayered Look, Boston Consulting Group, 2004. 2. The Lean Product Development Benchmark Report, Aberdeen Group, May 2007. 3. Cindy Jutras, The Manufacturing Performance Management Benchmark Report, Aberdeen Group, June 2006. 4. Ibid. 5. A benchmark study by Aberdeen Group, a Harte-Hanks company, cosponsored by Dundas, iDashboards, Insightformation, Corda, and Actuate, Aberdeen Group, October 17, 2007. 6. Ibid.

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will follow Risk management on the whole project may be aborted as a consequence Empowerment from the top and experienced analysts are essential if purely cosmetic analysis is to be avoided Purely cosmetic analysis at this stage is not just a waste of time; it is dangerously misleading and the basis of some wellfounded mistrust of risk management Most people who are seriously suspicious of RMPs have been burned by ineffective RMPs at this stage of a project and have not understood that it was the particular RMP practitioners who were at fault, or those who hired and directed them, not the basic idea of such a process There are RMPs and there are RMPs Each needs to be used in an appropriate way at an appropriate time Further, there are RMP practitioners and RMP practitioners.

style of the histrionic, for example, serves an adaptive function. Histrionics are simply not given to deep, existential reflection. Depressive personalities may ruminate about the human situation to no end, but not the histrionic. Instead, their thoughts flutter from one thing to the next. Nothing is processed to any depth, insulating the individual against anxiety, and particularly worry, where the object of concern is held constantly in mind and examined again and again from every angle. Instead, the histrionic forgets problems simply by moving on to something lovely, entertaining, and stimulating. Compulsives, whom Leary (1957) aptly regarded as the hypernormal personality, live in constant fear of making a mistake, which might lead to condemnation from authority figures, including those internalized in their own superego. In consequence, the compulsive becomes, in the words of Piaget (1954), much more of an assimilator than an accommodator. Because compulsives cannot risk disapproval, they must do what is approved and expected; it is far better to be a mundane conformer than to be criticized for an apparently ingenious idea that somehow proves flawed in the final analysis. Compulsives thus tend to pursue a conservative course, mulling over the possibilities again and again, justifying them from all sides before acting. They make excellent critics, but not good innovators. The self-confidence of the narcissist is better suited to discovery. Each of the personality disorders has its own style of cognitive processing, discussed in detail in each of the personality chapters in this book.

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