People had a sense of belonging. They had a sense of shared values. Quality and productivity went through the roof, because problems that were historically undiscussable suddenly became projects for improvement. Top management had been trained by their customers to investigate any sort of problem and determine a corrective action for it. So they did.
Managers can cause incredible chaos simply by asking questions.
Deming calls this tampering. Senge refers to it as a focus on events. To learn a new way, the management team studied Deming's System of Profound Knowledge and Senge's Disciplines of the Learning Organization. Slowly, their perspective on management's responsibilities began to change. As the quality of our product and service improved, our customers started to notice.