The Tyco Turnaround TeamAccording to Gerard and Teurfs' transformation methods, listening, dialogue and community building can be used to transform the diverse cultures of a global organization , developing new and improved cultures. For the transformation to be successful, turnaround teams engaged in collaborative dialogue with participants to emerge the new culture and mutually agree on a new direction for the company. Staff had to suspend judgment on others from the past and connect their thoughts and opinions to the new identity by actively engaging in forms of global and therapeutic listening, living the new ethical direction established by the new CEO Ed Breen ( Palmer, Dunford, & Akin, 2009 ). To address past frustrations, Tyco's turnaround team overcame their concerns and insights into how the previous executive team had behaved, stealing millions of dollars from the company. One thing the new team did was reach out to every single employee and translate the new ethical standards guide into the 26 different languages ​​spoken at Tyco. The key element of this decision was to simultaneously reach all corners of the global business to fully influence change and “if you want to change the hearts of the 260,000 people here regarding the ethical climate in which they work, you have to bring to life this document' (Palmer, Dunford, & Akin, 2009, p. 345). By addressing staff in this way and incorporating illustrative vignettes using short videos, a climate of trust and a feeling that staff could express their opinions developed. This allowed a healing process to occur within the staff and to change their perspective on Ty's future... halfway through the document... as you will need to overcome trust and be 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 exit the venture and take on a new corporate form. It needed to demonstrate that senior management accountability existed and effectively illustrate that the company's new team had integrity, transparency and ability to perform, taking the company to a new and higher level than before. The recognition of the GMI rating at 9.0 in 2005 proved that all the work done by Ed Breen worked and that Tyco represents the next generation of their existence (Palmer, Dunford, & Akin, 2009). Works Cited Palmer, I., Dunford , R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, New York, USA: McGraw-Hill/Irwin.