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founders hoped to limit growth in order to keep the company small and people connected. Managers pointed out that existing marketing and franchise commitments would require growth and that B\&J's simply could not stiff its customers. Back and forth the talk went. It seemed as though the managers had become something of a threat to the founders, who were having trouble letting go of promised authority. Ben and Jerry then took the initiative to "lift up" the cluster goals into a unilying statement of the company's economic, product, and social mission. To air differences, the newly formed management team and founders then met to examine their differences. Before the meeting Ben had said publicly that management "wasn't weird enough" and expressed worry that the company's social mission was being sacrificed to growth. The managers first chafed at his inference that they weren't interested in the social mission. Then they took his concerns to heart. Each member of the management team came to the meting wearing a mask bearing the likeness of either Ben or Jerry and buttons saying "We are weird." Together, managers and board members talked over issues of trust and relative powers with the founders, neshed out how management and the board would work together, and made a pact that the company would remain committed to high quality production, good works, and fun. Following the session, several actions were initiated to bring neglected aspects of the mission statement to life. A "Joy Committee" was established to ensure that spirit was kept alive in the company. It hosted lunches, sponsored social events, and launched several happenings throughout the company. Employees were encouraged to take a more active part in the Ben & Jerry's Foundation and contribute directly to charitable giving. Finally, a budget committee was created to formulate BEJ's first one-year plan. Questions 1. Team building is typically used in OD to loosen up an over-organized system that is too rigid and bureaucratic. In this case, team building was aimed at providing structure to an under-organized system. In doing a diagnosis, what factors are important to consider in determining whether a company or team is over- or under-organized? What are the implications for planning an OD intervention? 2. Is team building a good way to launch an OD effort in this case? Other approaches? 3. What next steps would you recommend? sourcI: Philp H. Mirvis, Boston University