One of the "tells" of the case study is when the communication audit was conducted and when Josie was hired as the CEO. Certainly, the Time to Shine initiative (5-year strategic plan) had communication implications. The Transformation by Design (TbyD) initiative was a multi-faceted bundle of coordinated processes that were most certainly held together by communication processes. TbyD goals were embedded in the 2010-2015 strategic plan, and the two initiatives were a massive understanding. The guiding principles all required communication linkages. Do you suppose collaboration requires extensive communication? What evidence exists as to whether Josie/Providence was successful in implementing these principles and goals?