Tag Archives: global business effectiveness

Global Success By Trial and Error?

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The idea occurred to Dianne that a blog about “How to convince your boss to work with Cultural Detective” could spark some interesting conversation. Always in the mood for some good dialogue, I took the bait!

To those of us who live and breathe “developing cross-cultural competence,” it seems like a no-brainer. Who wouldn’t appreciate a deeper understanding of the cultural values that are most likely driving your international clients’ decision-making process? Isn’t it logical that understanding what makes our global clients, vendors or colleagues “tick” would translate into improved relationships and ultimately more or better business?

We know, by evidence of the shear number of cross-cultural mishaps resulting in project failures, job loss, plant shut-downs, etc., that millions  of dollars are lost annually by culturally inept managers following a path of trial and error versus embarking on a path of structured learning to develop competence for working across cultures. But because those dollars are not directly traceable to a lack of cultural competence, the trial by error path to global success continues to lead organizations through a maze of cross-cultural dilemmas which ultimately may or may not end well for the organization.

If you’re seeking the most direct path to your global success, it makes both personal and organizational sense to prepare the way by learning a core process for developing global competence. In fact, there was a 2007 Accenture study that involved interviews with global managers, who reported a belief that adopting a cross-cultural communication training program could improve business productivity by 26%! Most importantly, their belief was supported by actual improvements in productivity of 30% reported by organizations who did implement cross-cultural training programs.

The bottom line is that by using the Cultural Detective Method you are far more prepared for any cross-cultural situation, so that ultimately you will be more productive and effective in your job and for your organization. Better prepared employees feel more successful and have much better job satisfaction. What boss wouldn’t want that for their employees?

Our clients report feedback such as the following:
  • 30% increase in global customer satisfaction, due to training technical support representatives with the Cultural Detective
  • Alleviation of the typical “low” resulting from culture shock that many expats feel, and shorter time-to-competence on assignment, due to providing pre-departure training that includes the Cultural Detective
  • The Cultural Detective tools allow the flexibility to meet emerging needs/respond to time-sensitive opportunities because they provide “just in time” effectiveness in a cost-effective manner.
  • Cultural Detective training results in “positive and creative resolutions that bridge value differences.”

As I think more closely about this question, “How to convince your boss to work with Cultural Detective tools,” the answer clearly lies in the Cultural Detective Method and the Value Lens tools themselves! What does your boss value? And what does his/her boss value? Leverage whats important to them and put their values to work for you!

So, what do you think? How would you convince your boss? Let us hear from you!

“Diversity Training Doesn’t Work!”

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“Diversity Training Doesn’t Work: Rather than extinguish prejudice, diversity training promotes it!” This was the title of a 12 March 2012 Psychology Today online article.

While so many of us complain about media sensationalism, I begrudgingly have to admit that, in this case, the inflammatory title led me to read this article from among the 200+ crossing my desk that day.

The article’s author, Peter Bregman, relies on research from 2007 to prove his point. He repeats or paraphrases the subtitle four times throughout his article, each time stating it as fact. Yet, in reviewing the original research he cites, I feel it does not support his premise. The original paper is much more nuanced and even-handed (“certain programs increase diversity in management jobs but others do little or nothing”).

While I take issue with much of what Mr. Bregman says in his article (that there are two types of diversity training, for example: those that tell people what to say/not say, and those that break people into categories. Come on, really?), there is also learning to be gained from it. His conclusion: “We decided to [teach all managers] to listen and speak with each other — no matter the difference — which is the key to creating a vibrant and inclusive environment,” was one I could heartily agree with.

Let me focus this post on the constructive learning we might get from this article. Mr. Bregman urges the reader to do nine different things. I consolidate them, as there was quite a bit of redundancy. They are:
  1. See people as people instead of categories. Train them to work with a diversity of individuals, not with a diversity of categories. Move beyond similarity and diversity to individuality. Don’t reinforce labels, which only serve to stereotype. Reveal singularities. Help them resist the urge to think about people as categories.
    • I wholeheartedly agree! Yes!!! Please! That is exactly why Cultural Detective looks at an interactional process of how people communicate in real situations (using the Worksheet with real-life or prepared critical incidents).
    • It is why we have a package titled, Cultural Detective: Self Discovery, aiding users to create Personal Values Lenses.
    • It is why Cultural Detective: Blended Culture looks at the multicultural experience of so many of the individuals in our world today.
    • It is why our definitions of “culture” go way beyond nationality or ethnicity, and include looking at multiple influences on why we are the way we are (see Layering Lenses).
    • While we are all unique individuals, we are also all members of groups and communities, and our world views are shaped by those groups (cultures) in which we were raised. Cultures establish patterns of behavior that are historically sanctioned, so we each learn all kinds of things that seem natural, yet are culturally determined. Viewing people as unique individuals not influenced by culture is a step backwards, and not helpful in understanding others.
  2. Stop training people to be “accepting” because it doesn’t work.
    • Again I agree! If people can better understand themselves, and get a bit of insight into why others might behave the way they do, we won’t need to lecture them. These are two of the Cultural Detective Model’s three core capacities (Subjective Culture/know ourselves, Cultural Literacy/understand others’ intent, Cultural Bridge/skills and systems for leveraging similarities and differences).
  3. Teach people to have difficult conversations with a range of individuals.
    • Yes! The CD Worksheet came to life as a conflict resolution tool in multicultural workplaces in Japan in the 1980s and 90s. It emerged from diverse individuals having just such difficult conversations.
  4. Teach managers how to manage the variety of employees who report to them. Teach them how to develop the skills of their various employees.
    • While I might offer this as one reason to conduct diversity training, coaching, or mentoring, I can definitely agree with the goal. Cultural Detective offers a process for understanding, valuing and leveraging individual cultural differences. Our newest package, Cultural Detective Bridging Cultures, focuses precisely on skill development.
  5. Help them resist the urge to think about others as just like themselves.
    • Yes! Thinking about others as just like ourselves is one stage of a developmental process. Learning to distinguish the ways in which we truly are similar and different, seeing value in the similarities and the differences, and creating ways to benefit from them, is what Cultural Detective is all about.

The initial research referenced in the article, (“Diversity Management in Corporate America,” Frank Dobbin, Alexandra Kalev, and Erin Kelly, American Sociological Association, 2007), was a systemic study of 829 companies, designed to see which kinds of diversity programs work best, on average. A weakness in the original study is that it looked purely at diversity, not on inclusion or competence to manage diversity.

Having said that, the findings showed that diversity councils, diversity leaders, and mentoring programs most strongly correlate with increased management diversity, while training and diversity performance evaluations have a lower correlation. To quote the study authors, “On average, programs designed to reduce bias among managers responsible for hiring and promotion have not worked. Neither diversity training to extinguish stereotypes, nor diversity performance evaluations to provide feedback and oversight to people making hiring and promotion decisions, have accomplished much. This is not surprising in the light of research showing that stereotypes are difficult to extinguish. … Research shows that educating people about members of other groups may reduce stereotyping.”

“Optional (not mandatory) training programs and those that focus on cultural awareness (not the threat of the law) can have positive effects. In firms where training is mandatory or emphasizes the threat of lawsuits, training actually has negative effects on management diversity. Managers respond negatively when they feel that someone is pointing a finger at them.”

The original article by Dobbin, Kaley, and Kelley presents three broad approaches to increasing diversity:
  • Changing the attitudes and behaviors of managers
  • Improving the social ties of women and minorities
  • Assigning responsibility for diversity to special managers and task forces

These are all situations in which the Cultural Detective Model can be used to help shape constructive interactions and manage differences effectively.

What do you think?

Thank you and congratulations to all who joined us in Paris!

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Congratulations and thank you to Annette, Benedicte, Christa, Christine, Constance, Corinne, Gwendolyn, Joseph, Laure, Marie, Marie Laure, Nathalie, Olga, Sandrine, Teresa, Thérèse, Sophie, and Véronique, who recently completed the Cultural Detective Facilitator Certification Workshop in Paris! Your Cultural Detective team very much looks forward to witnessing and supporting the good work you do in the world!

Many thanks also to their able facilitator, George Simons, and all the terrific people at SIETAR France!

It was a joy for me to at least virtually be in Paris in the springtime!

Please note that certification is not required to use this incredible intercultural competence development process. These 18 professionals are committed to using the method and materials to their utmost, and to customizing them to your organizational needs and designs.

You can see a full list of our author team members here, or certified facilitators who want to be listed as available to help you. The names and contact information of the newly certified professionals who wish to be listed will appear here shortly.

Our next certification course will be held in May in New York City. Click here for more details.

Layering Lenses: We are All Multicultural Individuals

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“As an ethnic minority woman working in a large multinational firm, too often I feel like I have to learn only, to fit in. For the first time since I’ve worked here, I can now see, and explain, the unique and valuable perspective that I have to contribute as well!” she said, her face positively glowing.

The privilege of experiencing such affirming responses from Cultural Detective customers is part of what makes my job so incredibly worthwhile. This woman had just spent time creating her personal Values Lens, using Cultural Detective Self Discovery as well as a selection of Values Lenses from various other CD packages.

While the core of Cultural Detective is its process, which enables ongoing learning, collaboration and conflict resolution, the Lenses play an invaluable supporting role. As shown in the diagram above, one important role the Lenses can play is to help us realize that we are all unique, individual composites of the various cultures that have influenced and helped form us over our lifetimes. We are not “just” Chinese or Brazilian; we are much, much more than a single story, as Chimamanda Adichie so well told us.

In international cross-cultural work such as I’ve done over the past 34 years, too often people limit their definitions of “culture” to “nationality.” Culture goes way beyond nationality. Since by definition culture is the shared norms, values and behaviors of a group of people, culture can also include ethnicity, language group, physical ability or mobility, sexual orientation, or gender identity. More often than not, in my experience, while nationality(ies) tend to have a strong impact on our behavior, professional training, the culture of the organization to which the person belongs, the team culture, their socioeconomic level, generation, their faith or spirituality … all of these influence behavior as much as or more than national birth culture. It’s worthwhile for all of us to know ourselves in all the layers of our cultures: why we are the way we are, how we got to be who we are today. In this way we can better predict how we’ll respond, and better explain ourselves and our motivations to others, powerfully transforming collaboration.

People often ask me, where does personality end and culture begin? As a practitioner, my response is, “Does it really matter? Is there an objective, accurate answer?” We are all unique individuals and we are all also influenced by the multiple cultures in which we’ve grown up, been educated and trained, worked and lived. If we can keep our values and our goals clearly in mind, we can be flexible in our behavior and creative in our approaches, in order to perform at our highest and best in a broad variety of contexts.

—
This post was part of the #MyGlobalLife Link-Up

More Than A Cross-Cultural Development Tool

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As many of you may know, the Cultural Detective Team periodically facilitates online learning events which have been designed to help new users learn or seasoned users refresh their skills around working with the Cultural Detective Method and Values Lenses.

I recently had a follow-up conversation with one of our new users, whose organization is getting ready to expand overseas to Australia. Because I often co-facilitate the online learning events, I always find it enlightening to speak with some of our new CD users and online participants to get their perspective and gauge our facilitation success by their understanding of how to work with the CD Method. It really energized me to hear this particular client’s feedback so I wanted to share!

He said he was really excited by the multiple ways he realized his organization could use the CD Method for growth, in addition to his initial hope of using it to aid global expansion. Needless to say, as he continued to clarify his meaning: by discussing how CD is really an excellent business communications tool that can be incorporated into ongoing associate training regardless of cross-cultural work, and that CD provides a superb process for coaching as well — by the end of our call I was really grinning !

It always feels good when the messages we are trying to send make it effectively across the virtual training waves, but when they are taken to another level and creatively applied to the organizational needs, the time we spend educating is worth it’s weight in gold!

Inside Egypt: Recent Gallup Poll Results

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Image via Wikipedia

We have all been captivated by the hope, strength, and commitment to democracy of participants in the Arab Spring. I’ve also long been a “fan” of Egypt, studying Arabic for two years while living in Tokyo, in hopes of relocating to that country (hasn’t happened yet). Thus, I was excited recently to be able to hear Mohamed Younis speak about Gallup’s research in Egypt.

Over the past decade I seem to quote more and more from Pew Research, so I was very happy to see that Gallup has made a major commitment to conduct 100% self-funded, independent polls regularly in 140 countries. This should provide invaluable data for the intercultural field.

The research on Egyptians’ opinions that Mohamed presented had been conducted just after the parliamentary elections, in December 2011. The top findings he shared with us included:
  • Despite recent challenges in the country’s transition, Egyptians are still optimistic that Mubarak’s overthrow will improve their lives.
  • There is overwhelming confidence in the transparency of the upcoming presidential elections and in participation — 86% of those polled plan to vote in the presidential election.
  • Most Egyptians believe SCAF will hand over power to a civilian government after the presidential elections.
  • Islamists and Liberals very much agree on the issues of most immediate concern for Egyptian households, including women’s rights and economic priorities such as inflation and jobs.
 Some other interesting statistics from the polling:
  • 63% of the Egyptians polled felt that protests and revolts in their country have been the result of an indigenous desire for change. Mohamed said he felt this reflected a “hyper-nationalism” and “hyper-distrust” of foreign intervention, which he said can also be seen in the fact that 46% of the Egyptians polled opposed NATO intervention in Libya (compared to just 18% who were in favor).
  • Our group of listeners was largely US American, so Mohamed shared that 41% of the Egyptians polled said closer relations between Egypt and the US would be a good thing. 40% said it would be a bad thing, for a fairly even split on the issue. His interpretation is that this split is closely related to the fact that 73% of the Egyptians they polled do not feel that the USA is genuine in supporting democracy (rather they support their allies and economic interests).
  • When asked “If drafting a constitution for a new country, which rights should be included?” the vast majority of those polled cited freedom of speech, freedom of religion, and women’s rights (ahead of others in the region). The people of Egypt are definitely envisioning a representative government.

During questions and answers, Mohamed told us how some of the Islamist parties had won seats because they had bankrolled local services such as providing burial services or pilgrimages to Mecca for those who couldn’t afford them. He did not feel the rise of these parties reflected a rise in Islamism per se, and definitely not in the desire for a theocracy.

When asked what foreign governments could do to support Egypt, the clear response was: trade not aid, due to the rising sense of independence, nationalism and regionalism he perceives.

Mohamed also talked about the need for education around democracy, and the fact that an overthrow of Mubarak is not in itself going to create jobs. He said many young Egyptians expect a government job, with high salary and a pension, but with 80 million people and much poverty, they can not expect what young people in Saudi might be able to expect.

When asked about the high price of gas sales to the Sinai, and the fact that many Egyptians blame the Camp David Accords, Mohamed responded that even though this has nothing to do with the peace accords, they are nonetheless blamed. Most Egyptians have no interest in re-engaging Israel.

When asked about security for the Coptic church, Mohamed reiterated that most Egyptians very much respect religious diversity, and that the decision to protect churches was not a government mandate but rather an organic, people-led effort.

If you’re interested in hearing Mohamed present the Gallup findings, they do have a video posted and you can also find a download of his slides. He mentioned there was also audio available on iTunes.

Please note that any errors in my report of the data and Mohamed’s comments are no doubt my own.

Other Gallup reports on related subjects available online:

“Never Again,” an Apropos Motto in a Climate Increasingly Hostile to Roma

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"We are NOT the problem; we HAVE a problem. You won't solve anything with racism.
Think about it and stop racism."
(Czech anti-racism ad campaign poster)

Two generations have not yet passed since ninety percent of Czech Roma, and between a half million and two million European Roma in total perished at the hands of the Nazis in The Great Devouring, or Porrajmos, the Romani word for the Holocaust. Roma, also known by the pejorative term “Gypsies,” make up the largest minority in Europe today with some 10 to 12 million members. Roma face fierce discrimination in accessing employment, education, health care, and public and social services. In spite of repetitious cases of racist violence and hate speech targeting Roma, the community continues its struggle for human rights all across the continent.

Two years ago I paid my homage to those who died in Auschwitz and Hodonín u Kunštátu, a Czech concentration camp for Roma. “Tensions in society are heightening. Perhaps the time will come again when we are sent away to designated areas,” were the words of the priest leading the commemoration service.

Today, many in the Romani community echo these fears, afraid for their safety since numerous neo-Nazi-led marches have been taking place periodically across the country, and several arson attacks at Romani residences have been perpetrated by white supremacists. Racial tensions have been growing more intense with the media printing negative stereotypes, inventing damaging reports and spreading fabricated accounts blaming criminal acts on members of the Romani community.

In mid-February, the director of the European Roma Rights Center, testified that violence against the Roma is on the rise at a hearing in Washington DC held by the Commission on Security and Cooperation in Europe (US Helsinki Commission).

In the Czech Republic, where I was born and raised, a study on extremism commissioned by the Czech Interior Ministry states that there are currently about 4,000 militant neo-Nazi activists in the country. Experts warn that violent crimes committed by neo-Nazis against Romani people will likely rise. The risk of race wars in some regions of the country, specifically between gangs of white Czechs and groups of ethnic Roma, looms large, experts say.

Today’s white supremacist movement is pan-European (with strong German and Italian influences), and international (namely US-inspired). Since the years 2008 and 2009 the movement has become more radicalized and organizationally sophisticated in the Czech Republic, becoming more visible in the streets and infiltrating the political scene.

In Hungary, an armed militia group has been patrolling and terrorizing a Romani village. This following a series of racially motivated murders.

“Gypsy criminality” is one of the most prevalent anti-Roma stereotypes. It permeates all parts of central European life—and can be found as commonly in the media as the local pub. The Roma are also said to abuse welfare and to not want to work. The World Bank just showed the former was absolutely untrue in Slovakia. The latter is a also a damaging myth held by the white majority. These stereotypes are all the more exaggerated in light of the economic downturn and the scarcity thinking the crisis triggers in the white majority.

What are the solutions? Many rights groups are pushing for economic betterment in the form of job creation and training. Organizations are active in producing independent media with a human rights bent, as well as waging campaigns pressuring mainstream media outlets to be accountable and responsible in their reporting. Key are also positive opportunities for cross-ethnic social interactions and education. Those aware must remain vigilant and spread the word about the threat of extremism that exists in European societies. We must never again permit another Great Devouring.

Movie Review: The Separation of Nader va Simin (Iran)

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The media attention on Israel’s potential response to Iran’s nuclear activity has piqued my interest to learn a bit more about Iranian culture. Last week our family watched a most incredible film that I felt provided so much insight, so I asked my very good friend, Cultural Detective certified facilitator Pari Namazie, what she thought about what I had learned and seen.

I trust you’ll all enjoy her insights as much as I have. It would seem that this film could be an excellent learning tool for those working with Iranians.

Pari joon, thank you for sharing your insights with us!

—

They were proud moments for us Iranians when Asghar Farhadi received the Oscar for Best Foreign Film, as well as the Golden Globe and the Golden Bear of Berlinale, for his film A Separation (Jodaeiye Nader az Simin).

The film, which talks about a divorce between Nader and Simin, has two main underlying themes: responsibility and truth. Though one initially thinks the film is about a divorce case, Farhadi cleverly weaves many layers of Iranian society into his film, including power, religion, truth, gender, family, and social class. The points which stuck out most when I watched the film were:

The role of women: Iran is governed by Islamic law. The society is patriarchal and the laws between men and women unequal. Although the foreign media might portray Iranian women as weak and dominated by men, the reality of the matter was captured well in Farhadi’s film, which showed Simin wanting to leave Iran with her daughter, as she believed it was not an environment for a child to grow up in. When her husband refused to immigrate with her (due to his father’s condition), she then insisted on divorce and moved into her parents’ home. It also showed a more religious woman taking fate into her own hands looking for a job, despite the fact that in her family the breadwinner was undoubtedly her husband. Any one who has visited Iran will know the strength of character and conviction of its women.

Truth: The film beautifully portrayed the search for truth in the Iranian culture: from the court, to Termeh (the daughter) asking her father if he knew Razieh (the helper) was pregnant when he pushed her out of the house, to Razieh swearing on the Koran that Nader’s pushing her caused her miscarriage — if she swore on the Koran and it were untrue, then she would condemn her daughter’s future and fate. These behaviors show one of the strongest elements in Iranian culture: the search for truth.

Religion: Beautiful to see how Farhadi craftfully showed the secular and religious segments of society, how they came together respectful of one another, and yet also their existing tensions. Nader and Simin are more secular and Razieh and her family, religious. On one occasion Razieh called her religious authority to ask if it was permitted by Islam to work with an elderly old man, who was not related to her and where she would have to wash and change him.

Responsibility and Family: The relationship and responsibility towards family from the younger to the older generation. In the opening scene at the family court, Nader tells the judge that he cannot immigrate with Simin as he has an elderly father suffering with Alzheimer’s and can not leave him. Other scenes show Nader’s commitment to his father and his relationship with his daughter Termeh. Although he is under many pressures he still maintains his attentive concentration towards Termeh’s studies and taking care of his father, the two main priorities in his life.

Farhadi competently shows the different viewpoints of all the actors, without taking sides, and lets the audience reflect on the circumstances and situations. This film is a must-see if you have not yet!

Link

Our whole raison d’être at Cultural Detective is to help build a more inclusive, just and sustainable world.

One of the many wonderful team members we have helping us do that is Cultural Detective India co-author Madhukar Shukla. He teaches and promotes social entrepreneurship in a myriad of ways, and recently did a terrific blog post that I thought you might enjoy, on seven ways to incorporate sustainability into management education.

Please, share with us your thoughts and stories about how you help build a more sustainable and just world.

Much-Anticipated New Release! Cultural Detective: Bridging Cultures

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Cultural Detective Bridging Cultures coverIntercultural understanding is essential to working in a global world, though by itself it is simply not enough. There is a critical need beyond awareness of differences: an ability to generate and demonstrate effective, transformative, out-of-the-box solutions to challenging intercultural situations. Since 2004, the Cultural Detective series has successfully enabled people to do just that.

We are proud to announce the debut of our latest offering, Cultural Detective: Bridging Cultures. This new tool enables individuals, teams and organizations to purposefully strengthen mindsets and skills in order to leverage cultural differences as assets. It contains worksheets, exercises, tools, tips, and complete instructions. The learning package is authored by Kate Berardo.

Not every situation can be bridged, perhaps not every situation should be bridged, and the act of bridging, as many things in life, may involve an investment of time and energy. This new set of learning materials begins, therefore, by helping you distinguish whether “to bridge, or not to bridge.”

Cultural Detective: Bridging Cultures will enable you to understand how you tend to react when encountering cultural bridging opportunities, identify more effective strategies for bridging both in-the-moment and over time, and practice putting these skills into action. More specifically, you will:
  • Identify when a conversation is about to spiral up or down.
  • Identify “bridge builders” and “bridge blockers” to your successful intercultural communication.
  • Learn techniques for in the moment bridging of differences to ensure conversations spiral upward instead of downward.
  • Develop holistic strategies that consider influencing factors such as history, context, and structure of the interaction.
  • Learn how to expand, filter and test effective bridging solutions.
  • Develop high-impact, creative bridging solutions to both prepare for and repair intercultural relationships.
  • Practice, and receive feedback, on bridging strategies in situations that are real and relevant for you.
Cultural Detective: Bridging Cultures is organized around four main competencies that are essential to bridging cultural differences. They are:
  1. Self-Awareness: Being aware of the mindset you bring to challenging intercultural situations, and knowing both your strengths and blocks in turning such situations into bridging opportunities.
  2. Course Correction: Recognizing points in an interaction where misunderstanding or conflict starts to occur, and responding appropriately.
  3. Holistic Analysis: Being able to analyze complex intercultural situations in a detailed and holistic way that considers a variety of influencing factors, and, thereby, more effective solutions.
  4. Creative Solving: Learning skills and methods to generate “beyond the obvious” solutions to bridge intercultural differences.

While this is not to suggest these are all the skills needed to work effectively across cultures, these are often under-developed abilities that need to be strengthened to enable effective intercultural bridging, and, therefore, are the focus of this package.

SAMPLE EXERCISE

How about an exercise to get you started? The purpose of this activity is to learn what bridging and blocking look like for you, so you can hold a bridging mindset more often.

Let’s begin with some simple definitions.

Blocking Mindset:
  • Focused on own agenda
  • May become defensive or impatient
  • Unintentionally harming the relationship

Think about a challenging interaction in your own life (who, what, when, why) during which you held a blocking mindset. How did you feel? What did your blocking mindset look like? What behaviors did it entail? What outcomes did you achieve?

What do your reactions tell you about yourself and how you might improve your intercultural effectiveness?

Bridging Mindset:
  • Open and curious about others
  • Willingness to meet others more than half-way
  • Belief that others are NOT “out to get us” but that they have positive intentions

Think about a challenging interaction in your own life (who, what, when, why) during which you held a bridging mindset.  How did you feel? What did your bridging mindset look like? What behaviors did it entail? What outcomes did you achieve?

Learn more about Cultural Detective: Bridging Cultures; view a short video on the core Cultural Detective method, which a major software manufacturer credits with a 30% increase in customer support satisfaction; purchase small quantities of the package; or contact Kris Bibler about a site license.