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The keyway must be horizontal and on the side of the cylinder closest to the bolt If the keyway does not come to the horizontal, loosen the cylinder as necessary (always less than one turn) 5 Remove the faceplate and install the four set screws at the top and bottom of the lock 6 Secure the cylinder with the set screws provided 7 If you have to disassemble the lock, insert a wrench into the hole and turn counterclockwise This will open the lock 8 With the lock near or full open, manipulate the lock so the pins slip out of one escutcheon 9 Reverse this procedure to reassemble Note: The 3 16-inch roll pin must fit into the hole in the opposite escutcheon for alignment 10 With the lock assembled and the cover in place, slide the unit into the door cutout (Fig 1339).

From our review of strategic planning, we see that flexibility does not solve the problem of which comes first, goals or the means to

Position it so that the longest escutcheon is flush with the high edge of the door bevel 11 Tighten the lock to the door by inserting an Allen wrench in the appropriate holes and turning clockwise This brings the escutcheons of the lock together so they clamp the door 12 Turn the mounting screws finger tight; then give them approximately onehalf turn more (Fig 1340) 13 Install the faceplace with the screws provided (Fig 1341)..

reach them. Flexible action toward your goal still begs the question of where the goal comes from in the first place. A good strategy is not something that you plan to do; it s something that you can do, based on coup d oeil. First you see what you can do to succeed. Then you plan. But what if it s just too late You re a sub-pharaoh, and the pharaoh gives you a goal. In most companies, you have to accept it, even if it s not based on coup d oeil. Don t reject it; that would not be very pragmatic. You d be choosing a battle you had no way of winning. So go ahead and take on the goal. Then ask: Has anyone ever succeeded in reaching a goal like this That will lead you to elements that are worth imitation, at least in part. It may not get you all the way there, but at least it s a start. If, along the way, you see a path to a better goal that leads to more success for the company, tell your boss. Who knows Even if it s not in the plan, the better way might strike your boss as something worth putting in. For some sub-pharaohs, creative planning is one of their specialties. They don t see the path themselves, but they know how to work it into the plan. That might explain some of the cases that Kanter picked out in which successful strategy comes from below. In big companies especially, creative planning can help a coup d oeil make it to resolution.

and Mfg., Inc.)

Also, with the low temperature of the exhaust gases, it is not necessary to use the conventional chimney Pulse-combustion furnace Another type of high-efficiency furnace is the pulsecombustion furnace As with the condensing Warm-air systems 187.

we saw that strategic planning fits with the art of what works when the plan arises from expert intuition. In this chapter, we look at another popular school of strategy to see what the art of what works might add to it. The idea of the learning organization arose in the 1990s to help companies change as the business environment changes, not just once or twice, but over and over again. You do not simply modify your old plans; you toss them out and trust in teamwork instead. But the art of what works trusts in something else: coup d oeil. Can the learning organization live with expert intuition, or must the two go their separate ways