Which one of the following is not among the things a company's top management should do to fix a problem culture? O Identifying facets of the present culture that are dysfunctional and impede good strategy execution, operating excellence, and the achievement of performance targets O Specifying what new actions, behaviors, and work practices should characterize the "new" culture O Appointing a team of high-profile managers and well-regarded employees to design a plan for cultural change and then lead the internal effort to change the culture Talking openly about problems of the present culture and making a persuasive case for how the proposed new actions and behaviors will improve company performance O Employing visible, forceful actions--both substantive and symbolic--to ingrain a new set of behaviors, operating practices, and cultural norms