[Inaudible--Editor]...a rules-based system, but I would hazard a guess that you didn't mean you eliminated them all. What you meant was that we were overburdened with so many rules we couldn't function. I know you have a unionized workplace, and quite frankly we still have a whole pile of rules.
I'm quite astonished by the comment you made that you had to implement an informal piece, where those of us in the private sector actually have that stated in collective agreements that say the first step is talk, the second step is write. So I actually find that quite astounding. Nevertheless....
Looking through Madam Fraser's report, I still see some pieces in here that talk about managers who are saying some of the “cultural” changes, shall I call them.... I think those in the human resource field, and those of us who work in the other field, even though it's in human resources but from a different perspective, know that cultural shifts are difficult to do. Clearly there are still some of your managers indicating that it's slow, that it's not moving the way....
Now, it may well be their sense, or it may actually be a reality for them, but I wonder if you could comment as to what your feedback is from those managers who feel that it's slow. Are you getting that feedback, or do we need to...?
I know that my friend Mr. Shipley mentioned talking to 500. I would have said you needed to talk to 5,000, but that's because you want to have a cultural shift in your organization and not just implement another rule.
I'm wondering if you got that feedback or not from those particular folks.