longer part of our formal training. In fact, we are moving away from more prescriptive steps like LATTE and are widening the guardrails to enable store partners to engage in problem solving to address the many unique issues that arise in our stores. This model is very dependent on continual effective coaching by shift supervisors, store, and district managers.”
[147] Then they practice those plans In a fact-checking statement, a Starbucks spokesman wrote: “Overall accurate assessment-we strive to provide tools and training on both skills and behaviors to deliver world-class customer service to every customer on every visit. We would like to note, however, that similar to LATTE (and for the same reasons), we do not formally use Connect, Discover, Respond.”
[148] “ ‘This is better than a visit’ ” Constance L. Hays, “These Days the Customer Isn’t Always Treated Right,” The New York Times, December 23, 1998.
[149] Schultz, the man who built Starbucks Information on Schultz from Adi Ignatius, “We Had to Own the Mistakes,” Harvard Business Review, July-August 2010; William W. George and Andrew N. McLean, “Howard Schultz: Building Starbucks Community (A),” Harvard Business Review, June 2006; Koehn, Besharov, and Miller, “Starbucks Coffee Company in the 21st Century,” Harvard Business Review, June 2008; Howard Schultz and Dori Jones Yang, Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time (New York: Hyperion, 1997); Taylor Clark, Starbucked: A Double Tall Tale of Caffeine, Commerce, and Culture (New York: Little, Brown, 2007); Howard Behar, It’s Not About the Coffee: Lessons on Putting People First from a Life at Starbucks (New York: Portfolio Trade, 2009); John Moore, Tribal Knowledge (New York: Kaplan, 2006); Bryant Simon, Everything but the Coffee: Learning About America from Starbucks (Berkeley: University of California Press, 2009). In a fact-checking statement, a Starbucks spokesman wrote: “Although at a very high level, the overall story is correct, a good portion of the details are incorrect or cannot be verified.” That spokesperson declined to detail what was incorrect or provide any clarifications.
[150] Mark Muraven, who was by then M. Muraven, M. Gagne, and H. Rosman, “Helpful Self-Control: Autonomy Support, Vitality, and Depletion,” Journal of Experimental and Social Psychology 44, no. 3 (2008): 573-85. See also Mark Muraven, “Practicing Self-Control Lowers the Risk of Smoking Lapse,” Psychology of Addictive Behaviors 24, no. 3 (2010): 446-52; Brandon J. Schmeichel and Kathleen Vohs, “Self-Affirmation and Self-Control: Affirming Core Values Counteracts Ego Depletion,” Journal of Personality and Social Psychology 96, no. 4 (2009): 770-82; Mark Muraven, “Autonomous Self-Control Is Less Depleting,” Journal of Research in Personality 42, no. 3 (2008): 763-70; Mark Muraven, Dikla Shmueli, and Edward Burkley, “Conserving Self-Control Strength,” Journal of Personality and Social Psychology 91, no. 3 (2006): 524-37; Ayelet Fishbach, “The Dynamics of Self-Regulation,” in 11th Sydney Symposium of Social Psychology (New York: Psychology Press, 2001); Tyler F. Stillman et al., “Personal Philosophy and Personnel Achievement: Belief in Free Will Predicts Better Job Performance,” Social Psychological and Personality Science 1 (2010): 43-50; Mark Muraven, “Lack of Autonomy and Self-Control: Performance Contingent Rewards Lead to Greater Depletion,” Motivation and Emotion 31, no. 4 (2007): 322-30.
[151] One 2010 study This study, as of the time of writing this book, was unpublished and shared with me on the condition its authors would not be revealed. However, further details on employee empowerment studies can be found in C. O. Longenecker, J. A. Scazzero, and T. T. Standfield, “Quality Improvement Through Team Goal Setting, Feedback, and Problem Solving: A Field Experiment,” International Journal of Quality and Reliability Management 11, no. 4 (1994): 45-52; Susan G. Cohen and Gerald E. Ledford, “The Effectiveness of Self-Managing Teams: A Quasi-Experiment,” Human Relations 47, no. 1 (1994): 13-43; Ferris, Rosen, and Barnum, Handbook of Human Resource Management (Cambridge, Mass.: Blackwell Publishers, 1995); Linda Honold, “A Review of the Literature on Employee Empowerment,” Empowerment in Organizations 5, no. 4 (1997): 202-12; Thomas C. Powell, “Total Quality Management and Competitive Advantage: A Review and Empirical Study,” Strategic Management Journal 16 (1995): 15-37.
[152] Afterward, he had trouble staying awake Details on this case come from a variety of sources, including interviews with the professionals involved, witnesses in the operating room and emergency room, and news accounts and documents published by the Rhode Island Department of Health. Those include consent orders published by the Rhode Island Department of Health; the Statement of Deficiencies and Plan of Correction published by Rhode Island Hospital on August 8, 2007; Felicia Mello, “Wrong-Site Surgery Case Leads to Probe,” The Boston Globe, August 4, 2007; Felice Freyer, “Doctor to Blame in Wrong- Side Surgery, Panel Says,” The Providence Journal, October 14, 2007; Felice Freyer, “R.I. Hospital Cited for Wrong-Side Surgery,” The Providence Journal, August 3, 2007; “Doctor Disciplined for Wrong-Site Brain Surgery,” Associated Press, August 3, 2007; Felice Freyer, “Surgeon Relied on Memory, Not CT Scan,” The Providence Journal, August 24, 2007; Felicia Mello, “Wrong-Site Surgery Case Leads to Probe 2nd Case of Error at R.I. Hospital This Year,” The Boston Globe, August 4, 2007; “Patient Dies After Surgeon Operates on Wrong Side of Head,” Associated Press, August 24, 2007; “Doctor Back to Work After Wrong-Site Brain Surgery,” Associated Press, October 15, 2007; Felice Freyer, “R.I. Hospital Fined After Surgical Error,” The Providence Journal, November 27, 2007.
[153] Unless the blood was drained Accounts of this case were described by multiple individuals, and some versions of events differ with one another. Those differences, where appropriate, are described in the notes.
[154] In 2002, the National Coalition on Health Care http://www.rhodeislandhospital.org.
[155] “They can’t take away our pride.” Mark Pratt, “Nurses Rally on Eve of Contract Talks,” Associated Press, June 22, 2000; “Union Wants More Community Support During Hospital Contract Dispute,” Associated Press, June 25, 2000; “Nurses Say Staff Shortage Hurting Patients,” Associated Press, August 31, 2000; “Health Department Surveyors Find Hospitals Stressed,” Associated Press, November 18, 2001; “R.I. Hospital Union Delivers Strike Notice,” Associated Press, June 20, 2000.
[156] Administrators eventually agreed to limit In a statement, a spokes-woman for Rhode Island Hospital said: “The strike was not about relationships between physicians and nurses, it was about
