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inches from the high edge of the door bevel, referring to the template as you do so. Drill a 1-inch hole through the edge of the door, breaking into the 21 8-inch hole. Cut out the wood for the bolt housing and faceplate 11 2 inches wide 21 4 inches high 3 32 inch deep. This faceplate hole must be centered on the 1-inch hole. Drill the four 1 8-inch pilot holes for the four corner mounting bolts. With the pilot holes drilled, replace the 1 8-inch drill bit with a 9 16-inch bit and put the four 9 16-inch holes through the door. Note: M.A.G. has a drill fixture kit available for fast and accurate installation. If you expect to perform numerous installations, then the drill fixture kit is a must-have item for rapid installation. Prior to mounting the lock, you should assemble the mortise cylinder to the exterior escutcheon of the lock, as follows. (The numbers refer to the various lock part components in Fig. 13.45.) Put the cylinder spring (2) over the cylinder (1), then insert the cylinder into the cylinder guard cover (3) and install the escutcheon cover (12). Thread the cylinder in until the cylinder is tight (the keyway should be toward the rear of the lock and horizontal). Tighten the set screw. The cylinder guard cover should be tight against the escutcheon cover. The ring should rotate freely one-half turn back and forth. If the cam on the cylinder touches inside the mechanism cover, back off the cylinder one turn.

N THE LAST CHAPTER,

NOTE:

In Strategy Safari, Henry Mintzberg presents the learning school as emergent strategy, where you change your plans as you learn by doing. In the same book, his coauthor, Joseph Lampel, offers another view of learning, in which the holy grail of strategy is cumulative learning and constant self-renewal. A company

PRESS PIN IN TO DEPTH SHOWN IN CHART CORRESPONDING TO DOOR THICKNESS LOCK WILL BE MOUNTED ON. STANDARD PIN DEPTH SET BY FACTORY FOR 13/4" DOORS.

learns from experience yet does not get trapped in that experience, and it can leverage this learning in the marketplace. Lampel concludes:

This so-called learning organization represents the fullest expression of the learning school. It strives to make organizational learning central rather than an accidental activity which often goes unused.

DOOR THICKNESS 13/8 11/2 15/8 AND 13/4

While Mintzberg s emergent strategy reacts to new events, the learning organization goes much farther. It constantly draws in new information, spreads that information around, and uses it to change everything the company does. Lampel sees the learning organization as the antithesis of the old bureaucratic organization. Instead of bureaucracy, you find decentralization, open communication, teamwork, collaboration, risk taking, honesty, and trust :

furnaces, the high efficiency of a pulse unit results from the extraction of heat from the exhaust gases until the associated water vapor condenses. However, the combustion process is completely different. Whereas the heat in a condensing furnace results from a continuous burning of fuel, in a pulse combustion furnace, it results from sixty to seventy tiny explosions of a gas-air mixture per second in the combustion chamber. Distribution systems There are two basic configurations used for the distribution Chimney

A .500 .600

Indeed, the picture that emerges has an uncanny resemblance to the utopian visions of social reformers at the turn of the century, and may prove just as difficult to create and sustain in practice.

DOOR THICKNESS 17/8 2 21/8

So the utopian vision of the learning organization is very difficult to put into practice. But where did it come from Who drew the picture It was Peter Senge who launched the learning movement with The Fifth Discipline in 1990. During the 1990s, hundreds of businesses and other organizations around the world declared themselves learning organizations. But Senge spoke most directly to those big American firms that had become bogged down in bureaucracy and let the Japanese overtake them. The learning organization offered another way. Senge offers five disciplines that a company must take up if it is to become a learning organization. First comes personal mastery, for personal growth and learning. The second, mental models, entails surfacing, testing, and improving our internal pictures of how the world works. The third, team learning, means aligning and developing the capacity of a team to create the results its members truly desire. The fourth, shared vision, answers

B 1.000 1.100 1.250 1.300

To see how that happens, let s return to the problem of strategy imperfect information, our fog of war In the art of what works, a coup d oeil cuts through the fog But other schools of strategy offer other solutions to the problem Let s look at three of the leading schools: strategic planning, the learning organization, and competitive strategy In the first school, classic strategic planning, you set a goal and plan activities that will enable you to reach it If you keep to your plan, you ll reach your goal But in The Rise and Fall of Strategic Planning, Henry Mintzberg warns against rigid adherence to plans13 Instead, he favors emergent strategy, where you adjust your plans over time as new information emerges Nowadays, most strategic planners agree with Mintzberg James Quinn, for example, offers a similar view and calls it logical incrementalism.

Engineering and Mfg., Inc.)