Resolving operational problems often depends on getting diverse groups of people to work together. The fifth and final facet of the best operational consulting is to ensure, once a change has been made, that it sticks. At the Norwich Community Hospital, anyone - from porter to senior clinical staff - could have blocked the initiative. To get around this potential obstacle, Ashridge involved as many people in the process as possible, giving them a stake in the solution. Kepner-Tregoe realized that Sun Microsystems' engineers were unlikely to use its process-solving on a consistent basis unless it gave them a positive incentive to do so - as long as they collected the information required, they could offload the problem on to the backline support team.