From a covenantal perspective, there is much to commend in managerial efforts to enlist employee enthusiasm as a crucial edge in improving productivity. But there are important guidelines, or more properly limits, which must be observed. To inspire the confidence of each other, both sides need to engage in gestures which commit them visibly to a common goal. Their intentions are measured best-if indirectly-by the tactics they use. As explained in chapter 7, both sides need to restrict themselves to applying tactics and gestures which express respect for the principles of action most important to other party. In practical terms, this suggests that management seek to elicit cooperation by appealing to the budding principle of self-direction while not threatening the principle of collective self-representation. Employees, for their part, need to respond by not resisting the prerogative of management to carry forward the business. In the endless flux of market relations, an equilibrium needs to be worked out here, and continually adjusted. Both sides need to make gestures which clearly signal boundaries which they will not cross in the defense of their respective principles of action. From a covenantal perspective, management needs to set limits upon its exercise of managerial prerogative by defining-and respecting-zones of autonomous action by employees. Employees need to reject the use of obstructive tactics which directly threaten managerial goals.         Nowhere have both sides attempted to achieve this equilibrium on a more ambitious scale than at the Saturn plant of General Motors in Spring Hill, Tennessee… The balance of this chapter reviews the Saturn experiment, which has highlighted on colossal scale the potential and some basic problems of cooperation.