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Comment by Rajang 左岸 yesterday

愛墾整理·區域地方感

傳統中華文化追求講信修睦、親仁善鄰的交往，這有助創生區域地方感。

資本主義大生產帶來的生產力快速增長，消滅了各國以往自然形成的閉關自守的狀態，個人的、民族的歷史逐漸轉變為普遍的世界歷史，世界逐漸形成一個整體，呈現出開放化、全球化的發展態勢。

首先要把區域工作做好；做好了，全球便有保障。

「講信修睦」，出自《禮記》關於「大道之行也，天下為公，選賢與能，講信修睦」的論述，講信是修睦的前提，修睦是講信的結果，講信修睦是實現社會安定和諧、世界和平發展的重要前提。

「親仁善鄰」，出自《左傳》記載的「親仁善鄰，國之寶也」，意指國家應該親近仁義，與鄰國友好相處。對待鄰里關係的態度是「遠親不如近鄰」，素有「親望親好，鄰望鄰好」「四海之內皆兄弟也」的美好期望。

講信修睦、親仁善鄰的交往之道，集中體現了在地文明的包容性、和平性。任何國家銳志建設世界和平、發展全球、維護國際秩序，便有了可行的哲學基礎。

天人合一、萬物並育的生態理念，契合眼下全球迫切需要的ESG議程相契合。

「天人合一」出自莊子提出的「天地與我並生，而萬物與我為一」，意指天、地和人通過物質與能量的交換構成一個有機整體，人類不可能獨存，必須遵循宇宙自然的總體法則，實現與自然的和諧共生。

「萬物並育」源於《禮記》中的「萬物並育而不相害」，意為人與萬物共同存在、和諧統一於大自然之中。

這生命態度與西方的“野性的呼唤”美學，有值得比較、混融的地方。

“你中有我、我中有你”只是開始，“不分彼此、難分你我”才是最终追求。

優秀傳統文化滋養能不斷賦予新思維鮮明的在地特色；新成果又為挖掘在地民族的千年文明寶庫提供新視野；催生創造性轉化的動力，并與在地民族復興聯系起來。

不斷回答在地之問、世界之問、人民之問、時代之問，作出符合實際國情和時代動態要求的正確回答，得出符合客觀規律的科學認識。形成與時俱進的理論成果，能更好地指導新的實踐。

結合東西方各家新思維關於世界歷史的思想，提出了構建全球共同體的重要理念、論述和倡議。

以中國為例，改革開放以来，鄧小平創造性引用「小康」概念描繪并墊下中國特色建設的階段性目標。十八大以来，中國更進一步深化對人類文明發展規律的把握，面對「世界怎麼了，我們怎麼辦」的世紀之問，在繼承發展優秀傳統文化的精神下，提出了「講信修睦」「親仁善鄰」的交往之道。造就一個新的文化生命體，朝  更高境界發展。

新的文化形態不但要能順應國内的新要求，滿足廣大人民群眾追求美好生活的期待，全面推進民族復興。同時也創造人類文明新形態，樹立新典范、提供新選擇。

延續閱讀：

講好廣袤大地的故事

是新思維，就立足新時代

構想中的漢字思維研究

「錢學森之問」與「錢學森之痛」

在地復興迎機遇

文化創意產業應該被列進大健康領域？

新思維結合好故事

Spice Island 香料群島

Comment by Rajang 左岸 on Friday

愛墾整理·講好廣袤大地的故事

猶如一曲田園牧歌，又充滿人生況味，證明優質文藝作品具有強烈感染力，可以產生強大社會效益。

劇集熱播帶動了文學原著的閱讀熱、拍照打卡的旅游熱。

文藝作品的好品質從哪裡來？如何讓好作品層出不窮？

生活是藝術的源泉，好作品產生在躍動的時代脈搏裡、火熱的社會實踐中。創作團隊「扎」在田野，從一村一鎮、一家一戶「寫」起，「寫」出了連接山閩寧、貫通海的夢，「寫」出了脫貧攻堅的時代主旋律和大氣象。

生活是遼闊的也是細膩的，是靜水流深也是波瀾壯闊。懷一顆真誠的藝術之心，觀照人生百態、深入生活本質，摹寫社會實踐、謳歌人民奮斗，這正是劇集火爆「出圈」的密碼。

文以載道，歌以詠言。好作品總契合群眾精神需求，給人以希望和力量。

從未在感情上和生活脫節。要全家人都愛看，三代人的故事得讓觀眾重溫了新社會走過的奮斗路。

一個個人物，都是從歷史中、生活中「走」出來的真實的人、感性的人。人們從人物的情懷和夢想、道義與擔當中看到自己的影子，正是藝術形象的典型性，讓作品富有審美意味。好作品是創作者和受眾共同完成的。一部作品有沒有感染力，關鍵就在於創作者是否讀懂了觀眾的審美期待和精神需求。

創新是文藝的生命。時代在變化，技術在發展，觀眾的審美意趣也在更迭。既要守正，遵循文藝創作普遍規律；又要創新，在題材選擇、人物塑造、敘事手法、視聽表達等多個維度中尋變量，作品才能讓觀眾眼前一亮、心頭一熱。

可以長鏡頭、高畫質的方式讓觀眾「無損」感受到在地人文風情，藝術共鳴由此而生。「像石榴籽一樣緊緊抱在一起」的民族主題，伴隨如詩如畫的風光和質朴有趣的故事，仿佛初夏的微風吹拂進觀眾的心中，泛起陣陣漣漪。

「閉門覓句非詩法，只是征行自有詩。」從黑土地滋養的大東北到多民族聚居的大西南，從燈火輝煌的大都市到振興發展的小山鄉，廣袤大地上，氣象萬千，故事無處不在。

延續閱讀：任姍姍；講好廣袤大地上的中國故事；來源:2024-06-12 人民日報

Comment by Rajang 左岸 on June 21, 2024 at 3:40pm

陳明發·轉個彎，把想法說清楚

評注：也算是詩性表達，既抽象又形象，刺激刺激思維。

友人女婿是二毛子，最近想湊中國熱，賺點RMB, 除了努力學習普通話，還似模似樣背點成語。好像這一句～～

「聽其言而觀其行」。

網上材料那麼多，這不是問題。問題是，這個專業人士做什麼都是一板一眼，向老丈人要點現實生活裡的實際例子。

我一天到晚跟人說故事，友人問我要點有趣的case，給這年輕人Study study。學學好。

他的女婿我見過，有點藝術氣質。

我說，你發這篇文字給他，他可以在網上叫Chat-gpt翻譯翻譯，應該會喜歡這story。

你就直接看中文好了。～～虛話閃開，讓作品替你說你是誰

Comment by Rajang 左岸 on June 15, 2024 at 3:58pm

[南宋] 蘇洵〈六國論〉白話譯文

六國滅亡，不是武器不銳利，仗打得不好，弊病在於割地賄賂秦國。割地賄賂秦國，自己的力量就虧損了，這是滅亡的原因。有人說：「六國相繼滅亡，全都是由於割地賄賂秦國嗎？」回答說：「不割地賄賂秦國的國家因為割地賄賂秦國的國家而滅亡。因為他們失去了強有力的外援，不能單獨保全。所以說：『弊病在於割地賄賂秦國』啊！」

秦國除用攻戰的方法取得土地之外（還得到諸侯的割地賄賂），小的就獲得城鎮，大的就獲得都市，把秦國由受賄賂得到的土地與戰勝而得到的土地比較，實際上有一百倍，把諸侯賄賂秦國所失去的土地與戰敗所失去的土地比較，實際上也有一百倍。那麼秦國最大的欲望，諸侯最大的禍患，當然就不在於戰爭了。

回想他們的祖輩父輩，冒著霜露，披荊斬棘，因而才有一點點土地。可是子孫們看待它卻很不珍惜，拿它來送人，就像拋棄小草一樣。

今天割去五座城，明天割去十座城，然後才能睡上一夜安穩覺。待起床一看四周邊境，秦國的軍隊又打來了。那麼，諸侯的土地有限，暴秦的欲望沒有滿足；誰送給它土地越多，它侵犯誰就越急。

所以不用打仗，誰強誰弱、誰勝誰敗就已分得清清楚楚了。六國落到滅亡的地步，按理本來應當這樣。古人說：「用土地侍奉秦國，就像抱著柴草救火，柴草沒有燒完，火就不會熄滅。」這話說得在理啊！

齊國不曾割地賄賂秦國，最後也隨著五國滅亡，為什麼呢？這是因為它跟秦國交好而不幫助五國啊。五國滅亡之後，齊國也就不能幸免了。燕國和趙國的君主，起初有遠大的謀略，能夠守住自己的土地，堅持正義不賄賂秦國。因此燕國雖然是個小國，卻滅亡在後，這是用兵抵抗的效果啊。

到了燕太子丹用派遣荊軻刺殺秦王作為對付秦國的策略，才招致滅亡的禍患。趙國曾經與秦國多次作戰，敗少勝多。後來秦國又兩次攻打趙國，李牧接連打退了它。等到李牧因受讒言被趙王殺害，都城邯鄲就變成秦國的一個郡，可惜它用兵抵抗卻沒能堅持到底啊。

況且燕趙正處在其他國家被消滅了的時候，可說是智謀已盡，力量單薄，戰敗而亡國，實在是沒有辦法的事啊。假使當初韓、魏、楚三國都各自珍惜自己的土地，齊國不依附秦國，燕國的刺客不去秦國，趙國的良將李牧還活著，那麼勝敗存亡的命運，如果與秦國較量，也許還不容易估量呢。

唉！如果六國把賄賂秦國的土地封賞給天下的謀臣，用侍奉秦國的心意禮遇天下非凡的人才，齊心協力向西對付秦國，那麼我擔心秦國人連飯也咽不下喉呢。可悲啊！有這樣的形勢，卻被秦國積久的威勢所脅制，土地天天削減，月月割讓，以至於走向滅亡。

治理國家的人切不要讓自己被敵人積久的威勢所脅制啊！六國和秦國都是諸侯，他們的勢力比秦國弱，可是還有能夠不割地賄賂而戰勝秦國的形勢。如果憑著一統天下的大國，卻自取下策反而重蹈六國滅亡的覆轍，這就又在六國之下了！

創作背景

《六國論》的歷史背景應從兩個角度著眼：一是蘇洵論述的六國滅亡那個歷史時期的情況，借以了解蘇洵立論的根據；二是蘇洵所處的北宋時代的歷史狀況，借以明確蘇洵撰寫《六國論》的針砭現實的意義及其寫作上的特點。

北宋建國以後，鑑於唐末藩鎮割據，五代軍人亂政，因而實行中央集權制度，解除節度使的權力，派遣文臣做地方官，派官員到地方管理財政，由皇帝直接控制禁軍，將地方的政權、財權、軍權都收歸中央。

為了防范武將軍權過重，嚴令將帥不得專兵，甚至外出作戰，也必須按皇帝頒發的陣圖行事。將官經常輪換，兵不識將，將不識兵，致使軍隊沒有戰斗力。這樣的措施雖然杜絕了軍閥擁兵作亂，但是也造成軍事上的衰頹。

北宋建國後一百年間，北宋軍隊與遼、西夏軍隊大小六十餘戰，敗多勝少。北宋加強中央集權的措施，導致官僚機構膨脹和軍隊不斷擴充。到北宋中期，官俸和軍費開支浩大，政府財政入不敷出。北宋政府實不限制兼並的政策，土地集中現象嚴重，貴族佔有大量土地，社會矛盾尖銳。

政治上的專制腐敗，軍事上的驕惰無能，帶來外交上的極端軟弱。到蘇洵生活的年代，北宋每年要向遼和西夏上貢大量銀兩以及商品。這樣賄賂的結果，助長了遼、西夏的氣焰，加重了人民的負擔，極大地損傷了國力，帶來了無窮的禍患。也就是說當時的北宋四周環伺，政策上求和，積貧積弱，而蘇洵正是針對這樣的現實撰寫《六國論》的。（百度百科）

註：蘇洵（1009年—1066年），字明允。北宋文學家，四川眉山人，唐宋八大家之一。他是蘇軾和蘇轍的父親，父子三人被稱為「三蘇」，均名列「唐宋八大家」，有《嘉祐集》傳世。曾任校書郎、主簿等微官，追贈為光祿寺丞，贈太子太師。

Comment by Rajang 左岸 on June 10, 2024 at 10:04pm

【衰弱】

我怎麼都狠不下心，撇下斯萬。他衰弱到了這個程度，病體像隻蒸餾甑，裡面的放學反應可觀察得一清二楚。他臉上佈滿鐵青色的小斑點，看去不像是張活人的臉，散發出一股異味，就像在中學作罷「實驗」後彌漫的那股氣味，難聞極了，使人不願在「科學實驗室」再呆下去。

——斯萬的死，最令人傷心，遠甚過「外祖母」之死。斯萬的死，是他的全部熱情、善意、沒有施展出來的才華的死，是他的愛情幻覺（他一生淪為眾人的笑柄而毫不知曉真相）的死，最後，是他的虛無之死。

（摘自：《追憶似水年華》[法語：À la recherche du temps perdu，英语：In Search of Lost Time: The Prisoner and the Fugitive]，[法国]馬塞爾·普魯斯特 [Marcel Proust ，1871年—1922年] 的作品，出版時間：1913–1927，共7卷）

Comment by Rajang 左岸 on February 16, 2024 at 12:54pm

How Storytelling Can Drive Strategic Change

Conventional wisdom says that when confronted with a major organizational change– one that shakes the very foundations of how a company does business– top executives need to leave their offices and venture out among the frontline employees to make sure that everyone understands what is at stake and embraces the organization’s strategy for change.

Memos are written, speechwriters summoned, PowerPoint slides prepared, and communications plans developed all to get everyone ‘‘on the samepage,’’ ‘‘rowing in the same direction,’’ or ‘‘singing off the same sheet.’’ E-mails are sent, meetings called, retreats planned, and newsletter articles published, all to insure
that, at the end of the day, the new value proposition and business model have been ingrained in the culture.
Thenleaderspackuptheirstuff,go backtotheiroffices,and waitto seethe seedsof change take root and blossom. Usually, not much happens, leaving managers scratching their heads and l am enting to each other about how much people hate to change. Whydoesn’t this standard managerial approach work?

Andwhy,aftersomanyfailedattempts,doleadersstill use it?

(How storytelling can drive strategic change, Article in Strategy and Leadership · January 2006 [DOI: 10.1108/10878570610637876], Four Author including: Notes: 1. B. Joseph Pine II and James H. Gilmore (1999), The Experience Economy: Work Is Theatre & Every Business a Stage, Harvard Business School Press, Boston, MA, chapter 10 in particular. 2. Stephen Denning (2000), The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations, Butterworth-Heinemann, Woburn, MA, p. xiii. Corresponding author: Gary Adamson is the corresponding author and can be contacted at: gary@starizon.org)

Related:

叙事·創意

故事人心靈素質

《愛墾展頻道》

愛墾慕課·敘事篇

Comment by Rajang 左岸 on February 15, 2024 at 10:17pm

Let’s examine the underlying assumptions on which the ‘‘Just Tell ’Em’’ approach is based:

First, it assumes that the front-line employees have the needed context and background
information required to understand major changes in strategic direction. However,
frequently even the managers, who have much more information, confess that they don’t
fully understand what it all means.

Second, it assumes that employees totally accept the decisions of their top executives.
This is most dubious, especially after several ‘‘major’’ change efforts have come and
gone.

Third, ‘‘Just Tell ‘Em’’ assumes that employees don’t have valid ideas of their own about
where the company should be going. But they do, and while they may be forced to deal
with the conclusions and actions of management, they will still draw their own conclusions
and act accordingly.

Fourth, this approach assumes that change is basically an information issue and that if
employees just knew the reasons why it would be good to change, they’d change.
However, change is as much about relationships, emotions, and gut feel as it is about
facts.

And, lastly, this approach assumes that no ‘‘fluff’’ or entertainment value is needed;
because the subject matter is so very important and the people presenting it so
noteworthy, employees will pay attention even if it’s boring. However, this assumption flies
in the face of that old saying that ‘‘Great teaching is one-fourth preparation and
three-fourths theatre.’’


‘‘ So the key message executives should take away from this story on stories is: don’t just spend countless hours, valuable brain cells, and barrels full of money doing the research, analysis, goal-setting, and implementation planning necessary to come up with an industry-altering strategy.’’

So if this standard approach doesn’t work, why do so many leaders keep doing it? The reason may be as simple as this: it’s hard for even the most courageous leader to bet the future of the company on something he doesn’t know how to do. And few executives know how to tell the stories required to elicit organizational transformations.

A good story inspires

A good story always combines conflict, drama, suspense, plot twists, symbols, characters, triumph over odds, and usually a generous amount of humor– all to do two things: capture your imagination and make you feel. It draws you in, places you at its center, connects to your emotions, and inserts its meaning into your memory. That is why storytelling must becomeanintegraltoolofcorporatestrategy. Stories create the experience that lets strategy beunderstood at a personal level[1]. In order to be effective, strategy must not just inform, it must inspire. And people are never inspired by reason alone. That’s why the ‘‘Just Tell ’Em’’ approach usually fails. It totally overlooks the role emotion and meaning play in any life-altering action. And if your strategy isn’t about transforming the way your company and its employees do business, why do it?

Storytelling develops relationships by helping everyone realize we all have issues in common. Stories crystallize common values and beliefs. They build stronger teams and a stronger sense of community. Stories invite people to bring the ‘‘whole person’’ to work (both heart and head), and therefore elicit much more thorough perspectives and meaningful commitments. They create a context for work aspirations and thus make each employee feel more valued. In short, stories have the potential to revitalize the way we do business.

Comment by Rajang 左岸 on February 15, 2024 at 10:22am

(Pg 3) As Stephen Denning, former program director at the World Bank, said in the introduction to his book The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations, ‘‘Time after time, when faced with the task of persuading a group of managers or front-line staff in a large organization to get enthusiastic about a major change, I found that storytelling was the only thing that worked[2].’’

A case: telling the story of a new business model ‘‘It was a real trying period,’’ says Steve Altmiller, President and CEO of San Juan Regional Medical Center, reflecting back on his early years at the 175-bed, sole-community provider in Farmington, New Mexico.‘‘There I was, a new CEOatahistorically strong community hospital and suddenly everything was out of sync. We were taking lots of financial hits; our earnings were down; our hospital-sponsored health plan was going bankrupt; unions were trying to organize our nurses; and, we were making many operational and management changes that introduced lots of anxiety. It seemed like everything we talked about was negative, one problem after another. My board said we had to find a way to focus on something positive.’’

Altmiller decided to engage a top group of his leaders, directors, board members, and physicians in developing a comprehensive experience strategy that would change the company’s business model. Shortly into this two-year project it began calling itself the Galileo Group, for its goal was to discover a new and more personally meaningful center of the healthcare universe. In the midst of their work the members made a radical decision: they would focus first not on the patient experience but rather on the employee experience. ‘‘We can’t consistently provide the most personal patient experience until we can consistently provide the most personal, healing, professional experience. If you expect to be successful in individualizing the patient experience you’d better get good at individualizing to the employee,’’

Altmiller told us. ‘‘Our entire patient experience redesign will start with an exclusive focus on the employee experience. We’regoingtotrytopersonalizeeverything from recruitment to retirement because we think it will do more than anything else to help our employees understand what we want for patients. And in these times of staff shortages and heavycompetition for the best people, it would bea good strategy even if we weren’t planning on doing it for patients. As it is, we’ve come to believe that individualizing the experience will ensure our future success. You’ve got to be able to do it not just whent imes are good but when times are hard. We’re not just following a trend– we’re putting it in everything we do.’’

So a new mission, vision, and philosophy were developed, a new personalized benefit program put in place, and a completely new healing environment designed into the facility expansion project. Many other initiatives were being readied while the rollout of the first phase of changes was begun. And then something quite unexpected happened. The hard work, careful planning, and the innovative design– all of it resulted in confusion, not cohesion. ‘‘I realized pretty quickly,’’ Altmiller relates, ‘‘that while we had done a good job of
defining ‘the what,’ we were doing a bad job of communicating ‘the why.’ If we were ever going to connect the dots, it wasn’t going to be with another PowerPoint presentation. Instead we needed a ‘what’s the point’ experience.’’

Comment by Rajang 左岸 on February 14, 2024 at 12:58pm

The story of ‘‘Raiders of the Lost Art’’ And so work began on a story– one designed todescribe the future of San Juan Regional. It became known as ‘‘Raiders of the Lost Art’’ (see the story map, Exhibit 1). As the name implies, through this adventure story wewere looking for something that had been lost, namely the art of personalized healthcare. The story took place in three distinct lands: the land of Medicus (Medical Professionals), the land of Communia (Regional Community), and the land of Patiem (Patients). In each land, operational statistics, industry trends, competitive issues, and organizational initiatives relating specifically to the subject of that area were provided.

Here’s a quick sampling of the lessons presented on a journey through each land: B In the land of Medicus, employees learned how the Baby Boomer generation affects not only the patient population they treat, but also the peers with which they work on a daily basis. B In the land of Communia, employees took an in-depth look at the hospital’s community satisfaction  results and discussed how they could change processes and/or work styles to improve these results in the future. B Lastly, in the land of Patiem, employees learned of the exciting new plans built into the Facility Expansion Project, which would provide a unique healing environment for employees as well as all patients and their families. These encounters were enlivened by an environment filled with props, presented by an Indiana Jones-like facilitator (with assistance from manager guides), and through map icons (landslides, volcanoes, rope bridges, mirages, a treasure chest, hidden caves, a bottomless pit, deserts, oceans, secret passageways, and lush gardens– to name just a few). But the Raiders of the Lost Art story was not only told–it was also asked. At each map icon, when some new challenge or initiative was presented, a series of small group discussions were held that involved every employee in the session in a deeper examination. Questionslike, ‘‘Does this surprise you?’’, ‘‘How do you think this will affect us?’’, ‘‘Are we doing enough?’’, and‘‘What else would you do?’’ engagedemployeesinstrategy workas neverbefore.And as word of the exciting work spread throughout the hospital, more and more employees wanted to be involved.

Intheend, nearly 70 percent of SanJuan Regional’s1,300 employees attended the voluntary day-long sessions. Almost 900 distinct process, program, and facility suggestions were captured and then analyzed, with approximately half of them implemented. All of a sudden, the connection between management and employee changed. Skepticism, fear, and apathy were replaced by understanding, excitement, and a sense of partnership. According to both soft and hard measures, morale improved, turnover plummeted, and employee satisfaction scores climbed dramatically. New initiatives were understood and embraced; for example, over 80 percent of the employees have signed up for the customized benefits program that is more personally relevant and less expensive to the provider. Further, San Juan Regional recently opened a Child Discovery Center with almost 70 percent of its capacity filled by the children of employees (see Box 1).

Comment by Rajang 左岸 on February 12, 2024 at 2:55pm

Riddle of the Sphinx

Since the day of the last Raiders session things have changed dramatically, and will continue to do so. Therefore, the need for another story, and down theroadanotherone after that, and one after that. Steve Altmiller said, ‘‘When we decided to do theRaiders story,I lookedat it as R&D. At worst, we would learn something, and what we had done up to that point wasn’t working anyway. At best, we would build a whole new capacity that would enable us to do newthings better, faster, and, ultimately, less expensively. So it seemed it was worth the risk. When Raiders was such a big success, I wanted to use that success as a building block. I didn’t want anyone to see it as a one-time thing done primarily to pass the gross receipts tax. That would have missed the whole point of what we learned. We learned a whole new wayfor management and employees to work together to make dramatic new things happen. Sowehavecommittedto this type of storytelling and feedback to be done every 18 months. It’s just the way we’re going to do things from now on.’’

And so a second story was prepared and told, this one entitled ‘‘The Riddle of the Sphinx’’(see the story map, Exhibit 2). Through solving various riddles and an anagram posed by an Ancient Egyptian Sphinx, San Juan Regional employees solved the many confusions that plague an industry as complicated as healthcare. For example, the employees’ first riddle revolved around various communications confusions– such as an in-depth look at the most recent employee satisfaction survey (wherein communications between employees and their managers ranked 4 percent below the national norm). The next riddle comprised all of the confusions related to staffing. Here, employees learned about the ne west work/life balance programs recently put into place by the hospital. Riddle three considered an assortment of processconfusions. Duringthisstage, employeesbrainstormed ideastomoreeffectivelytreat patients despite ever-increasing industry regulations.

The next riddle addressed numerous patient-expectation confusions. In one example, employees were asked for ideas about ways to decrease the number of patients who seek treatment elsewhere because they were unaware that San Juan Regional offers those specific treatments. The final riddle asked employees to uncover technology confusions, through conceiving new ways to more effectively train staff members on increasingly complicated technologies throughout the system. Best of all, as these riddles and confusions were addressed and discussed, employee ideas were meticulously recorded so they could be used in future initiatives. From an environment and employee engagement point of view, Riddle of the Sphinx was an even bigger production than Raiders. ‘‘We wanted to capture the same element of surprise and amazement we had in Raiders, and we knew that would require an even more elaborate experience, since Raiders had raised everybody’s expectations so high,’’ said Altmiller.

And so it was. The Sphinx story took over a recently closed elementary school and transformed it into Ancient Egypt. The Raiders story ended under crossed palm trees (‘‘X’’ marked the spot), so that’s where the Sphinx story began. A Disney-esque pre-show and post-show video was produced to engage employees in the storyline before the work began and to summarize the story’s key moral once it was over

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