NO MAN (OR WOMAN) IS AN ISLAND
for looking at cards, tables and chairs for writing, boxes of crayons for the kids, and coffee for the adults. Such an enrichment of the shopping experience resulted in dramatic increases in Hallmark’s volume of sales.2 The Lover Organization The Lover archetype in organizations results in camaraderie, beautiful surroundings, and attention to the feeling dimension of work life. People are expected to dress well (not for status reasons, but to adorn themselves) and to share their feelings and thoughts freely. A sense of cohesion comes out of a sense of being special—of being beautiful people, appreciating the ﬁner things in life, proﬁcient in communication skills and social graces, and, in many cases, exemplars of good taste or pioneers for new and emerging values. Typically, employees really like one another and have a passion for the organization’s values, vision, and products. Lover organizations like to operate in a power-sharing, consensual manner. Time is freely spent on the process of making decisions, especially being certain that all have had their say, but is often recouped in the implementation phase. When consensus is achieved, everyone uniformly acts to implement the new plan. At Hewlett-Packard, all decisions of the executive team have to be made by consensus. In many divisions and ofﬁces of a variety of companies, decision making involves everyone, and all share their feelings as well as their views. When things are working well, the atmosphere tingles with positive energy, enthusiasm, and enjoyment. When it does not work so well, unstated power struggles and cliques can keep the organization from getting much done. Over time, the unstated business of the organization is just talking through all the emotional issues that surface periodically. Barilla is a wonderful example of a Lover company. While most pastas are marketed as comfort foods, invoking the nurturance of the Caregiver, upscale Barilla pasta is more consistently Lover in its in2. Bernd H. Schmitt, Experiential Marketing: How to Get Customers to Sense, Feel, Think, Act, and Relate to Your Company (New York: The Free Press, 1999), pp. 221–222.