The Tyco Recovery TeamAccording to Gérard and Teurf's transformation methods, listening, dialogue and community building can be used to transform the different cultures of a global organization, developing new and improved cultures. For the transformation to be successful, the turnaround teams engaged in a collaborative dialogue with participants to bring out the new culture and mutually agree on a new direction for the business. Staff had to suspend judgment of others from the past and attach their thoughts and opinions to their new identity by actively engaging in forms of holistic and therapeutic listening, living the new ethical direction set by new CEO Ed Breen (Palmer, Dunford, & Akin, 2009). To deal with past frustrations, Tyco's turnaround team overcame concerns and judgments about how the previous management team had behaved, stealing millions of dollars from the company. In particular, the new team reached out to each employee by translating its new ethical standards guide into the 26 different languages ​​spoken at Tyco. The key to this decision was to reach every corner of the global business at the same time to fully influence change and "if you want to change the hearts of the 260,000 people here about the ethical climate in which they work, you must bring this document to life” (Palmer, Dunford and Akin, 2009, p. 345). By contacting staff in this way and incorporating illustrative vignettes using short videos, it developed trust and a feeling that staff could express their opinions. This allowed a healing process to take place within the staff and change their perspective on Ty's future...... middle of paper ...... as it would require overcoming trust and being able to articulate a reassuring method that the problems of the past were over and would never happen again. The company's reputation was tarnished and Tyco needed to move out of this business and into a new form of business. It needed to show that senior management accountability was there and effectively demonstrate that the company's new team had integrity, transparency and the ability to perform, taking the company to a new, higher level than before. The recognition of the GMI rating at 9.0 in 2005 showed that all the work done by Ed Breen was working and that Tyco was in the new generation of its existence (Palmer, Dunford, and Akin, 2009). Works Cited Palmer, I., Dunford, R. and Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY, USA: McGraw-Hill/Irwin.