User:LisaNotsimpson/insert to Unwritten Rules

The ‘Unwritten Rules’ concepts
Since the mid-1980s, a set of widely applied concepts used to reveal the hidden inner workings of organizations and society have commonly been referred to as ‘Unwritten Rules’. Devised by Peter Scott-Morgan  (and popularized by a best-selling business book in 1994 called The Unwritten Rules of the Game), these concepts have been used as the theoretical framework for a variety of academic research projects across different countries,  and are cited in numerous academic papers,  scholarly books,  as well as specialist postings on the internet. A professor at London Business School writes that in 1985 she became intrigued by these ideas when she first met Scott-Morgan "who at that time was beginning to develop a process which he called 'the unwritten rules of the game'." This usage of the term ‘unwritten rules’ has been incorporated into a range of management thinking and is also highlighted in various business books   as well as business-related posts on the internet. In addition, several management consultancies apply Unwritten Rules concepts. The international management consultancy Arthur D. Little has revealed that from the mid-1990s conducting an Unwritten Rules assignment became something of a rite of passage amongst its 3000 consultants – on the theory that “once you’ve fed [the sensitive results] back to a CEO … and survived … then you can do anything.” There are numerous accounts of organizations that have applied Unwritten Rules methodologies, such as Citibank, Daimler-Benz, Hewlett-Packard, Lloyds TSB, the UK National Health Service, Philips Consumer Electronics, and the Argentinian national oil company YPF. . The former-head of Process Review at British Petroleum has published that in 1992 his corporation's "search for best practice in the consulting world led to my meeting Peter Scott-Morgan and learning of his insights into understanding – and changing – the Unwritten Rules of the Game." He then describes how BP tested, and became convinced of, the validity of Scott-Morgan's technique and went on to apply it in several major operating centers. There are specific accounts of its early use at BP's Wytch Farm oilfield.