Here is a story from the computer company IBM (Carroll, 1994). How would an understanding of the concept of perceptual world have helped the manager Reiswig? The IBM programmers still found things heavy-handed at times, despite Reiswig’s attempts to lighten up. For instance, Reiswig at one point made fifty-hour weeks mandatory. Some of the programmers, who had been working eighty- to ninetyhour weeks, took that as an insult. They said that if IBM wanted to play those sorts of penny-ante games, then they’d work exactly fifty hours a week. Progress on OS/2 actually slowed after extra hours became required. An apocryphal memo began circulating among the IBM programmers about a rowing race that had supposedly taken place between IBM and Microsoft. Microsoft had one coxswain shouting orders while eight people rowed, the memo said. IBM had eight coxswains shouting orders while one rowed. Microsoft won big. So IBM launched several task forces to do some coxswain/oarsman analyses and decided after several weeks that the problem was that the oarsman wasn’t rowing hard enough. When the race was rerun and Microsoft won big again, the oarsman was fired. After a month or so, though, Reiswig figured out what was going on and removed the requirement. Hours soared, and the OS/2 project became one of the most engaging in the history of IBM.