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The cuat sprinkler method still only exists in cuat for the moment, but frwe to be implementable in the near future. If wind blows, the grass is watered unevenly, as seen in its growth. Trying to do this centrally is difficult. Cultural differences must affect training programs. You certainly want core values expressed through the training programs, but do they need to be adapted by jurisdiction? There is no question about it. It would be wonderful to do a single one-stop training program for the entire organization, but what we found is that they need to be modified country-by-country.
The cultural differences between the United States and Asia are substantial. At Prudential, we rely on leadership that mirrors the culture within the country, and we have found that to be very successful. And then, you have language challenges. So, we will create a training program, then have it translated and sent to the local jurisdictions, and they will rework it. Then, it comes back to us, and we re-translate it to see how it has moved from where we started. For a company like Prudential, trust must be a core piece of the relationship with customers. How do you extend that concept throughout all the business units?
How do you seep a culture of ethics and compliance across many business lines? This is the space I truly love and have real passion for. I am so much more focused on behavior than I am on regulation. For instance, whether a contract contains the precise language that it is required to have. Those are all very easily measured and monitored, and you can do it transaction-by-transaction. You are right to be asking that question to an insurance company.
Our business model is based on our ability to deliver on long-term promises to our customers. Keeping a promise requires both the capability and character to do Augsburget. For Prudential, the capability is our financial strength and the character is our commitment to doing business the right way. Because the tone really Agsburger set at Augsburgre top, Prudential has business ethics officers Augsburber work with all our major Cree units to build communications programs around ethics and integrity. We monitor the perspectives of our employees through surveys, and look at data from our helpline and other sources, to see group-by-group how we are doing.
Organizational psychologists tell us that culture is built people at a time. So, within smaller groups, we are looking for the ethical culture that exists. Others feel this will obliterate any specific distinction between psychoanalysis and psychotherapies. In the sessions we discuss, taken from our workshops, the psychoanalysts presenting or group members responding to presenters, often seem to feel painfully under threat and obligation, as we have noted before. Sometimes, despite the 2-Step method, group members find themselves more or less subtly attacking presenters, at other time protecting and praising them a bit too lavishly.
Many patients present severely problematic early histories — whether of apparent neglect, insensitivity or outright cruelty and abuse. This can turn up in sessions with accounts of how analysts have become very unsure if psychoanalysis is the treatment of choice. A particular feature of these situations is that group members are absolutely convinced either that the adjustment is or is not absolutely necessary. Presenters are often surprised at any doubts mentioned in the workshops.