THE MERIT CORPORATION 1

Kirschner, who had attracted the above individuals based on his compelling vision that they would be doing “something completely different” and of vital importance, believed that the group would be most effective if given extensive freedom and encouragement. The only things he required from it was a biweekly progress report, so that the executive committee could be kept abreast of its activities, and a monthly financial report. Group members were free to work as they wished; as long as they focused their energies on coming up with viable ideas for durable, multipurpose children’s furniture products those consumers would consider a good value. The only structure he imposed was having one person report directly to him. Thus, he appointed Kane the group head, in large measure because Kane was the first to be hired, but also because he had made such a positive impression on him. When the eight people began work at Merit, they did not know each other. Given Kirschner’s rather broad mandate, they also did not know what they would be expected to do on a daily basis. They soon discovered that they had different ideas not only about what they should do, but also about how they should approach their work. Those like Jacobson, who had worked in large corporate environments in the past, were the most outspoken about how the group should approach its task. He was a proponent of a more “systematic approach.” Kiris was