An Assessment of the 
Programa de Cultura 
Para La Excelencia 
En El Servicio 
In Insurance Coopertives 
Prepared for: 
Karen Schwartz 
Americas Association 
And 
Thomas Carter 
US Agency for International Development 
Page 1 
July 9, 2004 
George Hickerson 
Business Design Systems, Inc. 
2517 So. Cook Street 
Denver, CO 80210 
Table of Contents 
Executive Summary ............................................................................................................ 3 
Purpose of the Program Evaluation .................................................................................... 4 
Method of Analysis ............................................................................................................. 5 
Intended Outcomes of the Training Program ...................................................................... 7 
Change Management Theory ...................................................................................... 7 
Core Concepts ............................................................................................................. 7 
Findings and Recommendations ......................................................................................... 8 
Appendices ........................................................................................................................ 20 
Appendix 1 Individuals Interviewed ........................................................................ 20 
Appendix 2 Summary of Interview Data .................................................................. 23 
Page2 
Executive Summary 
The Instituto Para El Desarrollo Humano in association with the Americas Association of 
Cooperative/Mutual Insurance Societies (AAC/MIS) has implemented the Programa de 
Cultura Para La Excelencia En El Servicios (hereafter referred to as the Program) in 
order to implement a "Change of Organizational Culture." The workshops were 
conducted in insurance cooperatives in the Dominican Republic, El Salvador, Guatamala, 
and Honduras. The Program was intended to improve the business culture within the 
insurance companies in order to make them more successful. 
The Program has had significant success in accomplishing its intended objectives, with 
minor variations due to local conditions and logistical issues. Specifically, the Program 
has had the following impacts: 
• It improved the working relationship between the Boards of Directors and the 
operational groups within the companies. 
• It improved the morale and productivity of the employees working in the insurance 
compames. 
• It has had a noticeable impact on business service performance. 
• It has improved the positioning of the company in the marketplace, improving chances 
for increased business. 
• It has changed the organizational culture within the companies to one that emphasizes 
service to others and service to clients. 
• It has improved the lives of those vlho have participated in the Program. 
The Program has broad applicability for other types of development activities, and can be 
llSed for implementing Cllltural an cl organizational chrmge in a variety of circurnstrn1ces, 
such as: 
• Improving the collective performance of a long-term team 
• Changing the values of an organization 
• Aligning the values of an organization so that more members pursue them 
• Developing a culture of service and improvement in an organization that does not have 
those values 
While the program has some potential risk factors associated with successful deployment, 
overall, it is an excellent tool for bringing about individual, organizational, and cultural 
change. 
Page 3 
Purpose of the Program Evaluation 
The United States Agency for International Development (USAID) desired to have an 
independent assessment of the results and impact achieved by conducting Programa de 
Cultura Para La Excelencia En El Servicio for various insurance cooperatives in the 
Dominican Republic, El Salvador, Guatamala, and Honduras. The workshops were 
conducted by the Instituto Para El Desarrollo Humano in association with the Americas 
Association of Cooperative/Mutual Insurance Societies (AAC/MIS) in order to 
implement a "Change of Organizational Culture." 
The program evaluation is intended to answer the following questions: 
1. Did the series of workshops achieve its intended objective of changing the 
organizational culture of the insurance companies? 
2. What factors are critical to the success of the workshops in bringing about the 
organizational change? 
3. What is the economic or business impact of the series of workshops constituting 
the Programa de Cultura Para La Excelencia En El Servicio? 
4. What is the social impact of the series of workshops? 
5. What is the impact on individual participants in the program? 
6. Can the results of the program be maintained in the future? 
In addition, the assessment will provide answers to the following questions concerning 
the program? 
1. What \Vorked particularly \Ve11 in the program? 
2. 'vVhat improvements should be considered to make the program more effecti vc? 
3. How well did the program meet its objectives? 
And finally, the assessment will attempt to answer the following questions relating to the 
implementation of this effort in other areas: 
1. What factors made this program successful/unsuccessful? 
2. How can this program be extended to other developmental situations? 
Page 4 
Method of Analysis 
This assessment was conducted in a three-phased approach: 
• Phase One Identification of key evaluation criteria by program sponsors 
• Phase Two Identification of program objectives and goals by program 
implementers 
• Phase Three Interviews of Board Directors, Management staff, and employees 
of the four target companies 
Phase One Identification of key evaluation criteria by program sponsors 
The program sponsors identified the following criteria to evaluate the program: 
• The implementation approach should contribute to the success of the program. 
• The program should be capable of being extended to other areas. 
Phase Two Identification of program objectives and goals by program implementers 
The program itself had four objectives: 
1. Increase the sale of insurance policies among the target population. 
Extend insunmcc coverc1ge bcyom11he fomily. 
3. Expand insurance coverage to non-cooperative institutions. 
4. Create a unique and positive culture to support these business objectives. 
Phase Three Interviews of Board Directors, Management staff, and employees of the 
four target companies 
All interviews were conducted through a Spanish interpreter using a standard questioning 
approach. The questions were designed to elicit the following information: 
• Expectations the employee had prior to participating in the program 
• Whether those expectations were met 
• If the actual program was different than expected, whether the results were satisfactory 
• What and how many modules did the employee take 
• What modules made the most impact on the employee (in terms of work or private 
life) 
Page 5 
• What aspects of the employee's job changed as a result of the program 
• How has the employee applied the concepts on the job 
• How has the employee applied the concepts in his/her personal life 
• What changes would make the program more effective 
Page 6 
Intended Outcomes of the Training Program 
Change Management Theory 
The program was intended to achieve organizational change by first helping employees 
learn how to bring about personal change. If employees can learn how to change their 
own values and behaviors, then it is more likely that they will be able to bring about 
changes in the organization. 
The values offered by the program are not just randomly selected values, but focus on 
providing good service to others. Good service on a personal level focuses on one's 
spouse and family. Good service on a company level focuses on helping one's 
coworkers. And good service on a business level focuses on serving the customer. 
Core Concepts 
While few participants were capable of explaining the content of the program in 
theoretical terms, all of them were able to decribe it in terms of the concepts and ideas 
that each acquired and applied. We have gleaned the concepts from comments and 
learnings mentioned by the participants themselves. 
Assume responsibility for your actions 
• Create win-win situations 
~ Teamwork is vertical, not just horizontal 
Everyone can be a leader 
~ Decision-making requires assessing risks and consequences 
• Involve everyone in decision-making 
• Don't punish mistakes 
• Set clear goals and objectives 
• Establish clear priorities 
• Train each other in your job 
• Treat others as you would be treated 
• Leadership is service 
Many of these concepts are found in other successful change management programs: 
Total Quality Management; Management by Objectives: High Performance Work 
Teams. What distinguishes this program from many others is the integration of the 
concepts into a logical philosophy of service that leads to effective organizational and 
cultural change. 
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Findings and Recommendations 
Evaluation of Results 
1. Did the series of workshops achieve its intended objective of changing the 
organizational culture of the insurance companies? 
In all four of the companies evaluated (Coop Seguros, Seguros Futuro, Columna, and 
Equidad Compania de Seguros ), we found significant evidence of changes in the 
organizational culture. 
The evidence included specific statements by nearly every employee interviewed that 
indicated a transformation in the culture that existed in the company prior to the 
introduction of the program. All four of the companies exhibited an entirely new way of 
working that not only was vastly superior to the pre-existing culture, but was significantly 
different that customers and outsiders remarked on the change that had taken place. 
Specific changes that were cited include: 
Improved understanding of insurance operations by the Board of Directors 
• Board and General Manager now see themselves as part of the operational team 
• The Board of one company has approved creation of a marketing department after 
going through the program; this decision had been under review for nearly five years 
prior to the program. 
Tncreasecl customer focus 
• Customers are treated as partners, not adversaries. 
• Customers don't have to wait for service any more. Prior to the program, customers 
were often kept waiting. 
Improved work atmosphere 
• Realization that if you help a coworker, you achieve your own goals 
• Willingness to share information about your job, rather than trying to keep information 
private 
• Employees are empowered and entrusted with greater decision-making power. 
• Company used to delegate "unimportant" work; now important work 'is delegated. 
• Eliminated employees' fears of making decisions. 
• Prior to the program, employees were competing against each other; after the program, 
employees work cooperatively with each other. 
• Use of common procedures. 
• Involvement of all members of a work team in decision-making. 
Page 8 
• Extensive use of work teams. 
Recommendation 1: The Programa de Cultura Para La Excelencia En El Servicio 
should be continued as an intervention for changing organizational culture of small 
cooperative businesses. 
Discussion: While the program is generally very effective, there are some caveats. The 
program achieved its success because it was implemented over an extended period of 
time. The program was implemented in a logical and meaningful sequence. And the 
program was targeted at all levels of the organization and as much as possible the entire 
population of the organization. When any of these variables were significantly curtailed, 
the program was less effective in achieving changes in organizational culture. 
The Program has proven its success with small businesses (less than 25 employees). This 
assessment was not able to evaluate the ability of the Program to bring about significant 
cultural change in larger organizations or in multi-division organizations. 
2. What factors are critical to the success of the workshops in bringing about the 
organizational change? 
There were five factors that were identified as critical to bringing about the changes in 
organizational culture. These were: · 
I) Integrated participation of the Board, the Management Team, and the operational 
employees 
The sequence and content of the training program modules 
• Paiiicipation in all of the modules/training sessions 
• Support of the Board of Directors 
• Support of the General Manager 
Integrated participation of the Board, the Management Team, and the operational 
employees 
In all four of the companies we interviewed, the more the Board, Management Team, and 
operations team participated in the program together, the more successful was the 
implementation of the program. 
Recommendation 2: In order to accomplish the social and business change objectives 
defined for this intervention, the various modules of the Programa de Cultura Para La 
Excelencia En El Servicio should be offered only to vertically integrated teams. 
Discussion: This Program is dramatic evidence of the viability and success of vertically 
integrated change management programs. Interventions that target one particular level of 
Page 9 
an organization often fail because other parts of the organization or different levels of 
management within the organization do not support the changes. In this particular 
Program, the more completely different levels of the organization were able to 
participate, the more effectively were the concepts adopted and implemented. 
The sequence and content of the training program modules 
Instituto Para El Desarrollo Humano recommends that the modules be implemented in 
the following sequence: 
Module 1 Leadership 
Module 2 Ethics 
Module 3 Reengineering 
Module 4 Teamwork 
Module 5 Decision-Making 
There is a sixth module which is a summary of the first five modules. 
Recommendation 3: Implementation of this Program should be done in in the 
recommended sequence. 
Discussion: The first two modules of the Program set the stage for the personal changes 
necessary for success of the program. The last three modules provide practical business 
applications of the concepts, even though the personal life change themes are carried 
throughout. We found that those employees who missed the first or second module were 
less likely to have adopted the total philosophy than those who attended all the modules 
or missed only the latter modules. 
Participation in all of the moclules/Ln1i11inL?. Stc~ssions 
While most of the companies involved in implementing the Program were able to put all 
of their employees through the training, larger companies may not be able to do this. In 
those instances where all employees were not able to participate with their peers, 
implementation was not as complete or effective. 
Recommendation 4: Instituto Para El Desarrollo Humano should develop an 
implementation strategy for larger companies (more than 20 employees). 
Discussion: Although the instructors made every possible effort to bring individuals who 
had missed earlier modules up to speed on the content of the missed modules, there was 
still experiential gaps in the learning process that diminished the power of the training. 
One possibility to correct this is to make the sessions longer, with overlapping content. 
Thus, session one might be three days, session two would be four days with all prior and 
new trainees participating in a repeat of some activities from session one plus the new 
material of session two. 
Page 10 
The Institute may have other ideas for solving this issue that should be presented and 
considered. An idea they have suggested is allowing more time between sessions, which 
would allow more follow up and personalized coaching. 
Support of the Board of Directors 
Participation and support by the Board of Directors is critical to the success of the 
program. The Boards often control the management of the insurance cooperatives, even 
if the board lacks an understanding of the insurance business. In those instances where 
the entire Boardendorsce the training and participated in it, there was more significant 
results than when only a few members of the Board participated. 
Recommendation 5: Full participation of the Board should be made a requirement for 
implementing the Program. 
Discussion: Board participation was particularly important because it accomplished three 
things: 
First, the Board members acquired a much more profound understanding of the dynamics 
of the insurance business, thus permitting them to make more informed decisions 
regarding policy, organization, and resource allocation. In one company, the Board even 
went so far as to propose employee participation in the ownership of the company. 
Second, by jointly attending the training sessions together, the employees of the company 
became more comfortable working with the Board members. This opened up 
communication channels that heretofore had been closed. 
And lhircl, the Boards of these companies, usually macle up of successful businessmen 
and businesswomen, were able to start functioning in mentoring roles for the employees 
of the company. This allowed the Board to transfer a lot of their values of service, the 
cooperative movement, and community involvement to the younger employees of the . . vanous compames. 
Support of the General Manager 
General Managers in all of the companies participated in the training program or in all of 
the sessions offered during their period of employment. Given the pivotal role of the 
General Manager in small companies, his or her participation in the change process is 
critical. 
Recommendation 6: Full participation of the General Manager should be made a 
requirement for implementing the Program. 
Page 11 
Discussion: The General Manager functions in a variety of critical capacities in the 
successful implementation of this program. The GM: 
• Serves as role model for the management team and the employees. 
• Provides coaching and guidance to employees 
• Interfaces with members of the Board 
• Serves as primary business developer for the insurance company 
The concepts of the program supplement these roles very effectively. 
3. What is the economic or business impact of the series of workshops constituting the 
Programa de Cultura Para La ExcelenciaEn El Servicio? 
It is difficult to measure the true economic benefits of the program for three reasons. 
The first reason is that the program is intended to take several years to fully achieve its 
results, and, in that time period, economic conditions can change considerably. This 
would invalidate any real baseline comparison. 
The second reason is that the economic benefits of the program were intended to progress 
in a fairly logical manner: initially, change the attitudes of the workforce; next, change 
their attitudes towards customers; following this, improve the service provided to 
customers; and finally, based on improved service, expand the customer base. After the 
first two years of rolling out the program, we are in the third phase of this strategy, and 
moving into the fourth phase. 
The third reason is that some of the companies have only recently completed the training 
programs and have not yet had time to implement all the intended changes. 
The business or economic changes that have taken place, however, are nonetheless 
impressive. Here is a brief listing of the changes reported: 
• Claims service times have been reduced from 30 days to 15 days in one company. 
• Claims in another company used to have a three-month lag; this has been reduced 
significantly. 
• In another company, all claims are handled in less than 10 days, a considerable 
improvement over pre-program performance. 
• Clients of one company wanted to know if there had been a massive staff turnover; 
this was the only way the clients could explain the dramatic reversal in customer care. 
• Customers don't have to wait for service any more. Prior to the program, customers 
were often kept waiting. 
• The image of the company has improved dramatically, both among existing customers 
and within the industry. 
• Business processes have been simplified and strengthened as a result of the program. 
Page 12 
Recommendation 7: The use of two instructors - one who focused on the personal 
change aspects and another who focused on the business change aspects - made the 
program more effective and should be continued in future programs. 
Discussion: Given the overall business objectives of the program, the use of two 
instructors ensured effective coverage of all issues that employees had. One instructor 
focused on improving the individual employee, not as a worker, but as a person. The 
other instructor was able to focus on how the employee could apply the concepts to his or 
her job. 
4. What is the social impact of the series of workslwps? 
Because this program focused on people first, and businesses second, many of the 
participants were able to see immediately the applicability of the concepts to areas 
outside of the insurance business. While a large number of employees cited instances of 
applying the concepts outside of their families or place of work, several examples stand 
out: 
• A member of the Board of one company has successfully started to introduce the 
concepts into her cooperative. 
• An employee of one company is studying to be a lawyer; one of her objectives is now 
to take the concepts and apply them to the law profession. 
• Employees in each of the companies have applied the concepts in their homes, 
churches, cooperatives, and political parties. 
5. What is the impact on individual participants in tlze program? 
This program is intentionally designed to impact the personal life of its participants. By 
doing so, and changing the values of the individual, the program attempts to extend those 
values to the workplace. An important part of the program consisted of communicating 
the content and intent of the program to one's spouse and family. 
• Employees have learned how to assume greater responsibility and take more risks to 
improve their lives and the lives of their families. 
• Almost all employees made some sort of effort to teach the basics of the program to 
their spouses, parents, and families. 
• Relationships between spouses and children have been improved dramatically among 
almost all participants. 
• Many employees are working to further their education, based on the change in values 
promoted by the program. 
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Recommendation 8: The program achieves many worthwhile social, business, and 
individual objectives, and should be continued for this reason. 
Discussion: Although the objectives of the program were to increase measures of 
business performance, the entire range of benefits of this program far exceeds just the 
economic impact. The program has significant potential for changing individual 
lifestyles and organizational cultures. 
Recommendation 9: Employee surveys should be conducted before and subsequent to 
conducting the program. 
Discussion: The use of surveys to measure quantitively the changes that have taken place 
in a population is well-established. An objective measurement of progress for each 
company implementation would allow the Board and General Manager to develop better 
strategies for improving performance. 
6. Can the results of the program be maintained in the future? 
One of the biggest concerns faced by each of the four companies is the need for follow￾up and continued maintenance of the Program. There have been two strategies 
implemented to ensure continuation of the results of the program. 
The first strategy, implemented by Instituto Para El Desarrollo Humano, is to provide 
follow-up and coaching whenever possible. This strategy is limited by cost and distance 
for the companies located in Central and South America. 
The second strategy, also recommended by the Institute, is for each company to cl eve lop 
an individualized maintenance plan. Several of the companies are engaged in this 
activity. One option is to conduct monthly meetings in which to discuss key concepts. 
Another option is to use the reading resources as the focal point for periodic discussions. 
Members in each of the four companies have proposed a third option. This option calls 
for the Institute to develop new modules or expand existing modules to cover more 
specific work topics. The limitation for this option is once again cost. However, the 
companies are more cognizant of the benefits of the Program, and are therefore more 
willing to make a greater contribution towards the expense of maintenance. 
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Program Evaluation 
1. What worked particularly well in the program? 
While most of the participants felt that all of the modules were beneficial to them, both 
personally and professionally, some of the individuals did identify specific modules that 
had a greater impact on them. These were, in general order of priority: 
Decision Making - how to make more informed decisions, how to evaluate risks, 
how to balance consequences of decisions, how to correct mistakes 
Team Work - the value of teams, how to work with others, the importance of 
cross-training, seeking ways to help others 
Re-engineering (Vertical Life) - the importance of changing yourself before you 
change your business; aligning all aspects of your life to your values 
Ethics - identifying your own values; aligning personal values with business 
values; the importance of service as a business and personal value 
Leadership - understanding that each of us can be a leader; that leaders lead by 
serving other people 
The first tlu·ee modules provided very useful skills for both personal life and on the job. 
The lmver rating of the first two modules results primarily from the fact that many 
individuals missed participating in the first sessions. However, it is my assessment that 
the first two modules bid the philosophical basis for the following modules; as well zis 
creating the climate for personal and organi zatiornll change. 
2. What improvements should he considered to make the program more effective? 
From a user perspective, it is difficult to identify significant changes in the program itself. 
When one individual suggested that the Program should be implemented more quickly, 
another would suggest that the Program should be spread out more to allow time to 
practice the new skills. The net result is that from a user perspective, any single change 
would please some individuals and displease others. My conclusion is that the Program 
is well targeted to the average employee who attended it. 
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Applications to Development 
1. What factors made this program successful? 
There were five factors that made this program a successful tool for international 
development: 
• The Program focused on changing people first, then on changing institutions 
• The Program targeted multi-level application 
• The team implementing the Program took sufficient time to bring about change 
• The Program pursued socially significant objectives 
• The instructors were committed to the program and process 
The Program focused on changing people first, then on changing institutions 
Many change programs try to establish institutional change (organizations, political 
action groups, social action groups) and achieve some success. However, it is the nature 
of this form of change that like-minded individuals join the institution because they have 
a shared value with the organization. The approach adopted by this Program is somewhat 
different. The Program attempts to help individuals realign their own personal values in 
a non-coercive way, so that the values of the institution become an amalgamation of the 
group's values. 
The evidence suggests that this is a far more effective way of changing institutions than I 
have observed in the organizations I have wot-k.ed wilh. 
The Program largetecl multi-level application 
This Program did not try to change one category of participants, such as managers or 
employees. It targeted all levels of participants in the insurance coop organization, from 
Board members down to employees. This multi-level strategy seems particularly 
effective because it means that all levels of the organization are pursuing the same 
mission. This eliminates organizational conflict and sub-optimization of any part of the 
organization. 
The team implementing the Program took sufficient time to bring about change 
Despite many observations that the program could be done faster, or take longer, the 
Program administrators took sufficient time for each of the behavioral changes to take 
place and to be applied within the workplace. The need for rapid deployment of a change 
is often culturally driven, the pace of implementation of this Program was driven by 
design considerations, not cultural concerns. There will be efforts to shorten the 
deployment cycle, but the success of the program is largely due to the time allocated for 
individuals to inculcate the new values and behaviors into their lives. 
Page 16 
The Program pursued socially significant objectives 
The Program objectives, in terms of personal values and organizational values, were in 
alignment with the values of the Cooperative movement, and thus found a natural home. 
However, the Program objectives are not at all dissimilar to the values of many 
institutions - government service agencies, NGOs, public-minded corporations, and 
many societies. Thus, the applicability and transferability of these objectives to other 
change initiatives should be relatively simple to manage and adopt to other situations. 
The instructors were committed to the program and process 
The success of the program may be greatly due to the commitment and enthusiasm of the 
instructors. The entire team brought considerable energy and excitement to the change 
process, to the workshops, and to the follow-up process. Over and over, their individual 
interest in the success of the participants and the Insurance organizations demonstrated 
first hand how the concepts of the Program could be applied in real life. 
However, this commitment was not unique to the instructors. Rather, this commitment 
was transferred to many of the participants, on the Board, in management, or within the 
employee group. Many individuals were taking the concepts and materials and 
attempting to extend the program into other organizations, churches, or social groups. 
2. What factors may make this program unsuccessful? 
There 1vere some factors that pose risks to t11e s11ccess of the pro gr0m. Tl1esc incl uclc: 
Depenclence on instructor 
High cost of acquisition 
• Limitations on size of target companies 
Dependence on instructor 
There is a perception among the participants of the Program that the instructors are 
crucial to the success of the pro gram. Indeed, the instructors do bring an enormous 
repertoire of experience, in the areas of psychology and insurance, that improved the 
quality of the training considerably. 
This perception of instructor dependence needs to be managed in order to extend the 
Program to other development areas. This requires two critical actions. First, there must 
be an Instructor's Manual developed which outlines the teaching-learning process for 
future instructors. And second, the role of the Subject Matter Expert must be clearly 
defined and filled for future applications of the Program. 
High cost of acquisition 
Page 17 
At the current time, the cost of the training program is primarily a function of the cost of 
the trainers plus their travel and maintenance expense. The program materials are 
relatively minor, and participant labor costs are donated by the company being trained. 
The current costs are sufficiently high that most non-profit or marginally profitable 
organizations are challenged to find the funding. 
Two possible ways to reduce the problem of high acquisition costs exist. 
The first way is to initially fund the development and cross-training of local resources 
that can be used to provide the training and follow-up. These resources would have 
reduced travel expenses and would be paid at local labor rates. The initial cost of 
developing these resources would be relatively high, but over the longer term, the 
benefits of such a local team would outweigh the costs. 
With particular regard to the insurance industry, the second way to reduce the high cost 
of acquisition for the participating companies is to obtain sponsorship funding from 
insurance organizations and institutions in the United States and Europe. The rationale 
for providing this funding is relatively straightforward. As more and more people in the 
coop target population become familiar with the benefits of insurance, and as they 
become economically more viable, they will progress to insurance companies that 
provide different services and policies. 
Limitations on size of target companies 
The most significant risk factor is the issue associated with the of the organization. 
nf ) it mor·~ zmcl more c1if!icul11o tl1c 
training program for all members of the company. Splitting the employee population into 
progrnrns would in clim mostly on iz,1tio1rnJ 
but also on individual 
This issue needs further investigation in order to determine whether the program has as 
much success when it is implemented in different ways. 
3. How can this program he extended to other developmental situations? 
Applications for this Program 
The Program can be used in the following situations: 
• Improve the collective performance of a long-term team 
• Change the values of an organization 
• Align the values of an organization so that more members pursue them 
• Develop a culture of service and improvement in an organization that does not have 
those values 
Page 18 
Prerequisites 
The following prerequisites must be met to ensure the success of the Program: 
• Centralized decision-making authority 
• Small size 
• Able to put all hierarchical levels and members through the program 
• Able to sustain long-term (2+ year) commitments 
• Stable or controllable membership 
• Socially worthwhile goal or objective 
Procedure for implementing the Program 
When the Program is implemented, I suggest that the implementer adopt the following 
process: 
1. Identify the need for the program 
2. Establish change objectives and boundaries 
3. Identify and engage leadership 
4. Introduce concepts to decision-making body 
5. Obtain commitment 
6. Schedule the Program 
7. ComlucL pre-assessuH.:.:nls 
8. Implement the Pro gram 
9. Conduct post-assessments 
10. Establish maintenance program 
11. Conduct periodic assessments 
Special considerations 
Based on the nature of the business objectives or social objectives, the contents of the 
"technical" track (Modules Three through Five) might need modification. Normally this 
would be no more than obtaining a subject matter expert in the area being targeted. In 
some cases, the exercises and examples may need to be tailored to the specific target 
audience. 
Page 19 
Appendices 
Appendix 1 Individuals Interviewed 
The following individuals were interviewed during this program assessment: 
Washington, DC 
1. Thomas Carter 
2. Karen Schwartz 
Puerto Rico 
1. Miguel Arrieta 
2. Edwin Quinones 
3. Pablo Rivera 
Agency for International Development 
Americas Association 
Director of Instituto para el Desarrollo Humano 
Vice President for Development, AAC/MIS 
Director of Hispania 
Dominican Republic - Coop Seguros 
l . Jose Estrella 
2. Dr. Edison Felix 
3. Constantino Gomez 
4. Simona Medina 
5. Alida Rodriguez 
6. Francisco Rosales 
7. Pedro Abreu 
8. Yberca Almonte 
9. Jennifer Cueto 
10. Ana Genao 
11. Giralma Gomez 
12. Hipolita Liriano 
13. Jose Martinez 
14. Dominga Mejia 
15. Lucky Moreno 
16. Juana Naut 
1 7. Irene Peralta 
Board of Directors, President 
Board of Directors 
Board of Directors, Treasurer 
Board of Directors, Secretary 
Board of Directors 
Board of Directors 
General Manager 
Computer Dept. 
Reception 
Technical Manager 
Collections 
Operations Manager, Claims 
Messenger 
Branch Manager, Vega Real 
Accounting 
Invoicing 
Branch Manager 
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Guatamala - Columna, Compania de Seguros 
1. Sincrito Cinfuentes 
2. Edwin Quiones 
3. Carlos Ajin Boron 
4. Oscar L. Chamale 
5. Alfonso Estrada 
6. Lucy Gonzalez 
7. Myrna Gonzalez 
8. Alvaro Gutierrez 
9. Marta Julia de Marroquin 
10. Victor Rodriquez 
11. Roberto Quevedo Melendez 
12. Boris Quiron 
Board of Directors 
Board of Directors 
Life Insurance Manager 
Marketing Manager 
Claims 
Secretary 
Life Insurance 
Collections 
Property Manager 
Director of Computers 
General Manager 
Financial 
Honduras - Equidad Compania de Seguros, S.A. 
1. Francisco Alveranga 
2. Roni Barrientos 
3. Maiiha Bonilla 
4. Gabriella Fajardo 
5. Karen Abigail Garcia 
6. Gerardo Garcia 
7. Herbert Garcia 
8. Nidia Evette Gonzalez 
9. rviamicao Lagos 
10. Jeny Meza 
11. Rafael Rojas Ochoa 
12. Edie Ordonez 
13. Rosario Salgado 
El Salvador - Seguros Futuro 
1. Rigoberto Alegria 
2. Jorge Argueta 
3. Rigoberto Henriquez 
4. Milagro Penado 
Board of Directors, President 
Audit 
General Manager 
Secretary 
Accounting 
Collections 
Claims 
Secretary, Technical Area 
Claims 
Accounting 
Life Insurance 
Computers 
Cleaning Manager 
Board of Directors 
Board of Directors 
Board of Directors 
Board of Directors 
5. Karina Ivonne Aguilar Customer Service 
6. Solady Amaya Technical Operations 
7. Boris Huezo Cerna Computers 
8. Magdalena Del Carmen Diaz Accounting 
Page 21 
9. Margarita Duran 
10. Claudia Marisol Madrid 
11. Jose Alberto Magana 
12. Ana Cecilia Mancia 
13. Roberto Carlos Martinez 
14. Alba Beatriz Mauricio 
15. Julio Cesar Rivas 
16. Carlos Eduardo Salguero 
1 7. Marlon Torres 
Accounting 
Administrative Assistant 
Financial Administration Manager 
Claims 
Messenger 
Receptionist 
Sales Manager 
Current Accounts 
General Manager 
Page 22 
Appendix 2 Summary of Interview Data 
The following table summarizes the interview data. Please note that the sequence of the 
interview data does not match the sequence of participants listed in Appendix 1. 
The table represents a summary of some of the more critical points, but does not present 
all of the comments made by the individuals. Where individuals gave more than one 
example of an effect, reaction, or impact, only the most significant data point has been 
recorded here. 
Page 23 
Loe Mod Expectations 1st 2nd Work Benefits Personal Benefits Improvements Other 
& Taken Fav Fav 
Inter- Mod Mod 
view 
# 
A01 
A02 6 Had some idea, but Has helped with family Make training more 
program enhanced communications practical, real examples for 
understanding daily lives and work 
A03 6 TW Decision making has given Often perfectionist, now Re-eng needs more 
power to make own decisions takes things more calmly; interaction (over-saturated 
in company; only sr mgmt trg has helped in personal with information) 
used to make decisions life 
A04 6 As board member, Learned we are team, work Has been able to apply Needs more time for 
had heard about towards one direction concepts in university practical work; Needs more 
course followup 
A05 6 Expected normal More honest with use of time, Relations with family Structure time better, make 
course, but program don't put things off; improved changed dramatically, can more dynamic 
has transformed her customer relations, not explain what I like and don't 
aggressive any more like 
A06 6 No expectations Before, was over- worked, Applied at home to solve Last modules were 
disorganized, now plans serious problems; got family best; GM has monthly 
better; job has expanded; tells to solve problem of meetings to discuss 
people outside co about maintaining 2 households work & personal issues 
workshop 
AO? 6 Board - same as TW Working as team everyone . Became better member of Principles & values should Instructor was excellent 
other training struggles to meet common the family, learned to listen be stressed all the time; 
goal; individuals only meet much more, got to know instructor should send 
their own goal children questions ahead of time, 
they could discuss when 
they meet 
A08 Board - prior training TW Eth Board & GM did not Need to strengthen roles of 
was personnel, this understand boundaries before GM & Board clarification 
was person training program; now see they are 
part of team 
Page 24 
Loe Mod Expectations 1st 2nd Work Benefits Personal Benefits Improvements Other 
& Taken Fav Fav 
Inter- Mod Mod 
view 
# 
A09 Expected just to learn Was able to express what she Personalized program - was Needs more continuity & Spouses were invited 
needed, took charge of work total blessing, changes are followup; monthly meetings to training sessions; 
situation; people don't listen, so visible, husband asks are happening that help every module has one 
course helps with what's going on that creates continue program exercise or activity that 
communications such changes; changed her reflects your 
look decorated house personality 
A10 5 Course was TW If you help a coworker, you will Has changed personal More practical exercises 
explained prior to achieve your goals philosophy because of 
attendance course 
A11 4 Course was OM DM has helped her the most, Take a typical day and work 
explained prior to needs to determine if thinga on that 
attendance are under your control; makes 
decisions commensurate with 
position; good cross training; 
A12 4 Course was OM TW DM was best - anylze pros & Helped her make difficult Add more time for each Set up reengineering 
explained prior to cons, make decision, if not decisions, such as to move module; need to make sure teams to look at 
attendance good, start anew out of parents house learnings are applied on the processes 
job 
A13 4 OM Has helped her become Used to be shy, now has No recommended changes 
responsible for her job opened up; was able to give 
public presentation 
A14 Board - Didn't have TW ReE, Applied concepts of HR on the Important to have new 
any expectations, but HR job - understand policies in Board members trained in knew it would be company; labor environment is this, even in compacted 
important for Board & different; better facilities; form 
Co. company provides excellent 
service 
A15 Excellent training - ReE TW, Difficult to coach clients, but Learned how to analyze her Would like to see longer first course that Lead we try to be different; has time, plan your time sessions on TW and HR helped both in work resulted in best growth, 
and personal life income grew, customer 
satisfaction grew 
Page 25 
Loe Mod Expectations 1st 2nd Work Benefits Personal Benefits Improvements Other 
& Taken Fav Fav 
Inter- Mod Mod 
view 
# 
A16 6 Wants more practical on OM Concerned about 
& TW; ReE, TW, & OM need continuing program 
more time; need more time 
following OM to implement 
A17 Board - Anticipated They have captive audience, If course could be 
that program would but need to focus on general shortened, it would have 
change culture; public; can see changes in greater appeal to other service provision employee attitude, staff coops 
concept is not strong, optimized; people used to fear 
saw need to improve training subord, but now they 
do so willingly 
A18 Board - knew TW Has applied the T<N concept Used to be impulsive, has Wouldn't change anything -
program would throughout her coop become more reflexive, program achieves intended produce change more understanding goals 
801 
802 5 No clear expectations OM TW Learned she could do things, Has more confidence now, Lots of participation eliminated fear of mistakes; didn't make decisions from everybody; got tries not to make mistakes, if without boss, now does; easier to participate they happen, finds ways to feels like she gets support after 2nd session; 
correct them; silo view before from bosses classes helped people 
course, now tries to cooperate to relate 
803 5 Help selves & Org OM Taught us how to provide good Helped him professionally & Would recommend 
company Cul services, external & internal personally - changed course to other groups; (both int & ext people have perspective, finishing his course was "flavored" 
commented on this); uses education; he has simplified each time 
delegation every day, better things, not overburden 
use of time, uses subordinates himself 
more effectively, customers 
don't have to wait any more 
Page 26 
Loe Mod Expectations 1st 2nd Work benefits Personal Benefits Improvements Other 
& Taken Fav Fav 
Inter- Mod Mod 
view 
# 
804 5 Open our minds to OM TW Empowered to make own Helped him get his expecta- Can't think of any 
quality services decisions; TV\/ has helped by tions in order (of himself & improvements 
focusing on more than your company); didn't have goals 
position for himself, no incentive to 
do more; has goal now to 
get house, become lawyer 
(co gave him raise so he 
could afford school) 
805 5 Board -
806 5 Board - wasn't sure it Leadership values match coop Coop is one of few Follow-up plan: Phase 1 - Instructors 
would work here values, strengthen each other institutions that promotes identify own principles; complemented each 
personal values Phase 2 - apply at work; other 
Phase 3 - expand outside 
Do planning session later in 
program so they have more 
info re. Company 
807 3 His job was created OM Reinforced importance of Has tried to become a good Don't rely on theory, but rely 
through delegation person in order to be a on practice 
reengineering good boss; create 
environment of trust, but w 
responsibility 
808 5 Course was totally Lead TW TW has to be vertical, not just Wants to be friend with his Course was eye- different than exected horizontal - win-win kids instead of authority opener for Directors, 
relationship; empowers and figure but now they 
trusts subord; avoids putting understand insurance 
out fires, plans for next week business 
Page 27 
Loe Mod Expectations 1st 2nd Work Benefits Personal Benefits Improvements Other 
& Taken Fav Fav 
Inter- Mod Mod 
view 
# 
809 5 Expected program to Lead TW In training,prepared strategic Operational people need full 
help her improve plan to restructure co, then put course (only had 3 
procedures; never themselves own job in sessions); pre- and post-test 
thought it was to company this helped them evaluation needs to focus 
analyze herself create marketing unit; used to more on personal values 
.I I unimportant work, 
now ~~ ~~ important work; 
delegation initiated by both 
mgr & employee 
810 5 Did not think it would Lead TW Board used unwilling to Concept of leadership is Use time better (a lot of Need to find local 
be practical ethics, share property of company now like Christian concept - repetition of concepts); person to do program -
religious background with others, now willing to a leader is one who serves Leadership & Teamwork bank in Guatamala is 
that; Board & rngmt now others could have been longer considering this kind of 
realize employees have program; Have 
capability to more; have instituted monthly 
started advertising budget meetings to review 
concepts 
811 5 Thought would be E&V Company was !ow in ethics & Has helped her to control Distance makes follow-up Seminars are often the 
technical training values, staff did not have team emotions & attitudes, hard; success due to only means of getting 
feeling, were competitive, was conquer fear of people in reading materials & monthly board members 
ok to step on each other; now authority; has applied meetings together 
they go after cornpany concepts in husband's 
objectives company 
812 5 Not sure it would be OM Learned how make Learned that you have to Took a long time to see Two people left 
practical, thought 2 decisions, take risks; unlearn certain things to practicality (almost a year) - company, didn't think 
years was too long; implemented delegation become a better person - if important to involve they fit any more 
now understands you cannot serve, you everyone in company 
timeframe cannot be of service, you (operational group was too 
have to leave large for consultant to 
handle) 
28 
Loe Mod Expectations 1st 2nd Work E2nefits Personal Benefits Improvements Other 
& Taken Fav Fav 
Inter- Mod Mod 
view 
# 
813 5 Had great E&V It was hard to see how values Took concepts home to new Board participation in 
expectations & ethics affected job before wife; tries to be less trg is key - has created 
trg, but now can; first meeting chauvinistic; has applied in 2-way communication 
was like taking a test in front of his Church also 
panel, now he can go to Board 
& discuss finances 
C01 6 E&V TW Was able to implement Became more tolerant & Both instructors made 
software changes that had understanding of husband & program more effective (3 
generated conflict, long hours, children; family sits down out of 5 sessions); examples 
inefficiency; now team is able and solves problems as based on work help make 
to implement much better group program better 
C02 6 Expected normal E&V ReE Studying to become lawyer, Didn't try to change family Wants follow-up program to Cross-training - has 
training, but not sees the good side of the overnight, but gradually continue efforts materials, could 
personal training profession; wants to change introduced concepts transmit what they 
the perception of the have learned 
profession 
C03 1 There is more structure, Program has 
organization, planning; GM complemented bus admin 
provides link for company classes she is taking 
C04 6 Expected to improve E&V ReE ! Ethics helped with sharing Would not change modules, Board participation 
work & personally with husband who uses but needs feedback to made the program 
concepts to improve maintain behavior, needs better 
projects in remote poor regular follow-up; could 
areas make sessions longer 
C05 4 Received overview ReE E&V Program helpec! change Was able to apply Vertical Need to have both 
from colleagues problems with service (too Life (ReE) to family life, instructors present; would 
slow, customer not top priority) established own platform, like to see program continue 
uses rules they established 
C06 3 Program is very TW Has only been 'vith company 7 Has applied it in personal Liked last module the best -
good, likes months life, but is more helpful in had participation, 
instructor's style professional life dramatizations 
Page 29 
Loe Mod Expectations 1st 2nd Work E anefits Personal Benefits Improvements Other 
& Taken Fav Fav 
Inter- Mod Mod 
view 
# 
C07 2 To work as a team, to Has seen everyone more Program shares many 
value your colleagues willingly service. get others to values she has at church 
help 
cos 4 Prepped by OM TW Decision implies risk; she used Used OM to help her get Everything was great 
colleagues to make good c!"?cisions, but support of her family by 
never considered risks; TVV identifying pros and cons; 
helped her realize that most they used TW to get all of 
jobs concentrate on self, not the family to help a brother 
on the impact 011 others overseas who had a 
problem 
C09 6 Theoretical, not ReE Lead Learned how to change self in Brought stabiity to his own Needs more time with each 
change of mind or order to change other things; life, brought out his own module; company should be thinking aligned self goc;ls and personal values more demanding on 
company goals attendance, especially with 
Board 
C10 6 Thought idea was Lead TW Has tried to put concept of Used to be closed person, Follow-up is critical, needs Program is so interesting leadership into ~jractice by has learned to open up; has to be more; turnover affects interactive that reading looking at need Df other people helped with family and to knowledge base, needs to material alone isn't 
make him a betterperson be some means of handling enough 
this 
C11 2 University covered Cources helpec 01·1 the job; Greater supervision to see 
many of these hasn't put muc: into practice that goals of program were 
programs; program is yet met; needs to be course for 
more practical, Gmin motivation 
university was 
theoretical 
C12 6 Expected what E&V ReE Greater respecr for other Realized how many Lot of materials provided, Courses were held in 
course delivered people, assum;~cion of problems he was taking not all used, might be pared offsite which required responsibility; kund ways to from work to his family; down; 15 min comparison of considerable travel 
look for alternati\/es became more sensitive to good & bad practices would time for participants 
what people around him felt be good addition 
Page 30 
Loe Mod Expectations 1st 2nd l efits l Personal Benefits l Improvements I Other 
& Taken Fav Fav 
Inter- Mod Mod 
view 
# 
001 Started working after OM ReE Logical decisio:- making Home communication Lacks follow-up - trying to 
program had already process a cl opted, process has improved, he do on their own; set up 
started now use decision has learned to listen Followup Committee, 
making; starting quarterly meetings 
importance 
change to get c:rnpany 
002 I 6 I Received overview I E& V I Lead I WiU1 customers H"5 tried to become a -1N0llilii9Comes to niiiid I Impact of Board on from col!eag ues has improved di-arnatical!y; has leader in personal life; has s~!es has improved 
improved company more time for family, enjoy smce course 
themselves more 
003 I 4 I Was told what was OM She has been a Jie to take on She has been able to I Needs follow-up; program I The instructor and his 
going on more company organize her time and shouldn't be stopped wife were inspirational 
share work; priorities; she is closer to 
company enco' rages her to her family, talks more; has 
pursue educatiu1 helped her in her studies 
004 I 5 I Program explained to E&V ReE Made tier ;rolessional in She was dismissed from I The whole course should be 
her her iob. get along her previous job, but course repeated 
rs; sees helped her to see that it was 
everytl'1ing with positive her duty to help herself 
attitude; she us· 1 see 
claims as a los:: the 
company, but sees this as 
a service for company￾has made happier 
005 6 I Just another training OM Lead I Learned how to take care of A bibliography of additional 
program process; family first, then focus on resources might allow 
used iob - used to put in long groups to continue learning 
now he prioritizes, on their own 
takes more time with wife 
came in, 
stopped 
Page 31 
Loe I Mod I Expectations I 1st I 2nd I ::n1.::fits Personal Benefits I Improvements I Other & Taken Fav Fav 
Inter· Mod Mod 
view 
# 
006 4 Coworkers described ReE OM her see Program has helped her Need more time between In previous two 
to her as helo with her in-laws sessions to apply concepts companies she worked 
in, the environment 
was tense, but here 
people help each other 
consequences. things 
out 
007 I 6 I No expectations I ReE ITW I Program heipe.~ increase his Has improved relationship He wouldn't change 
self-confidence 2liminated with family anything, it matched his 
islands made them capacity 
united; '111bers asked 
if all 
bee< 
son 
008 I 5 I l Customer time cut Learned how to prioritise Follow-up needs refresher, Use of an outside 
days time, spend more time with to continue to learn more; consultant lent 
son need a session on learning objectivity 
each other's jobs 
I OM J ReE 009 6 I No expectations I Over-\Nor·ked c·11ditions are Liked the last session in I Needs measurement of 
reducec! frc1n J>::ter which they had dramas of each person's progress 
prioritizatio1·1: e · 'Jioyees mixed staff- this should be 
.::ctives; used in more sessions 
111eans 
passed on to 
now work 
same 
with Was able to analyze Wouldn't change anything; GM should push for 
software himself, see what things he need to undertake on own more implementation 
had to change initiative 
Teaches how to ask for Wants more practical cases 
things in the right way on the job theory was 
as a team excellent 
Page 32 
Loe Mod Expectations 1st 2nd nefits Personal Benefits Improvements Other 
& Taken Fav Fav Inter~ Mod Mod 
view 
# 
012 I 5 I Thought would help IDM I ReE 
external work - but 
has helped Other seminars only focus Program now depends on An exercise on how 
eness with on the job - she can share them to keep improving - they saw one another 
helped with internal ssed this with her family practice, implement, & work helped increase 
work also 
I I I custo priori 
more 
ies with all every day tolerance 
: 111ents; now 
made her 
::lerstanding; 
1lues others, 
rewards 
013 I 6 I Lot of discussion OM ReE Has use Decision Reengineering has helped a Company still has problems 
about program, but it Makin';:; investments lot with his wife and children - maybe a hybrid of existing 
was broader than he of com!:::anv - used to be rigid & strict, problems with concepts 
expected now he is more 
understanding, gives them 
opportunity to make 
decisions 
014 6 Board Lead relationship Wants to thank 
everyone at AAC/MIS 
for sponsoring 
015 6 Board Has improved relationships 
with parents, students, & 
teachers; has helped to 
make better decisions & get 
agreement 
016 6 Board ReE pivotal to Men tend to be chauvinistic, Instructor was key to 
succes:o but he has become more program - humble, humane; 
sharing with his wife (she he communicated at their 
wants program to continue) level 
017 6 Board Has become leader in 
different fields; helps in 
family life 
Page 33 
Loe 
& 
Inter￾view 
# 
018 
Mod 
Taken 
6 
Expectations 
Sponsored program 
in the company 
1st 
Fav 
Mod 
2nd 
Fav 
Mod 
Lead I TW Used 
made 
thinks 
commu-1icat::c 
used 
consid::1a[)f" 
efits 
decisions, 
late - now 
i1embers of 
likely to 
claims 
onth lag, but 
oved this 
Page 34 
Personal Benefits Improvements Other 
Has helped her accept Would like to see more on Trying to extend 
leadership responsibilities, leadership and deciion- program into other 
overcome her fears about making - also need more areas - price is still a 
undertaking bigger jobs practice on these barrier