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Speaker A I'm currently the executive director and chief executive Officer of the Canadian Dental Association and I also in charge of a high tech for profits sitter of the Canadian Dental Association. In the 1980s. I used to be the Secretary General of the Canadian Red Cross in the late eighty s and we had gone through major reorganization and we were using as consultants Ernst and Winnie who had based some of their work on Stafford Beer's work dealing with the heart of the enterprise and some other systems approach to doing organizational change. And while it was very good in terms of outlining the superstructure of an organization I wanted to look at it really didn't get into the knitting in terms of dealing with the relationship between a manager and a subordinate and dealing with that relationship. And then I went to Geneva in late 92, early 1993 to take over the chief Executive Officership of the International Red Cross Red Crescent and it was clear at that point that I was going to have to have some major change and part of the change was going to involve a new organogram, a new organizational design. And I had at that time working for me an individual that worked with me for the Canadian Red Cross. He came over and worked with me as a project director and he had knew I was interested in the systems approach to organizational design and had come across somebody who was acting as a consultant using Elliot Jackson's work. And so we hired him and it was wrong compel. And so in 1994, after we had spent about a year working with the leadership and all the employees in terms of trying to create a climate ready for some major changes, because we didn't think that minimal change would do. It would do the job that was necessary in terms of to face the challenges that the organization was going to face at that point and going forward. Five years hence. And so Ron Keppel came in with Elliott's theories and dealing with a requisite organization and we over a period of a year started to develop the studies and do what was necessary to put a requisite organization into place which went into place about in late 1995 and 1996. And then we brought Ron back in late 96 to see where we stood. He was there for a period of time and just to stand where do we stand in terms of all the recommendations he had made and reheled us to reenergize the process which then carried on. And we continued to use a requisite organization up until the time I left in early 2000 to come back to Canada. So we were able to apply as one of the first non governmental organizations, a not for profit organization using requisite organizational methodology and so we did it for a global organization. We had operations in nearly every country of the world and then when I came back to Canada in 2000. In 2001, again, I used Ron Cappell and Associates to help me do it for a national professional membership organization also too. And to this day it's still in place and works just great in terms of employee satisfaction and the results we require and able to be flexible enough to be able to meet the challenges because you are fundamentally unleashing people's potential. It is the only kind of methodology that I'm aware of that has a scientific basis and good correlations with employee satisfaction, financial performance and other indicators.