Corporations that introduce and maintain effective safety and quality assurance programs provide an example of how such a change in value systems can be accomplished. When these organizations adopt such a program, corporate managers typically employ a strategy that involves a steady flow of information to staff at all levels of the organization over a period of time. Such communications include educational materials about the program itself, case histories of how the program addressed specific issues or problems, and specific data on how effective the program was in achieving its objectives (i.e., performance metrics).

In the case of peer review in OST, individual members of the organization will value peer review when they see beneficial results (e.g., which might be disseminated by using case histories), when management gives them logical messages of the value of peer review, and/or when they have incentives to use it or disincentives not to use it (Kostoff, 1997b). The committee recommends that OST leadership develop an explicit strategy to accomplish a change in its organizational culture by distributing (1) educational materials that summarize the basic principles and benefits of peer review as a tool to decision-making, (2) case histories illustrating how peer review input served to improve specific projects, and (3) summaries of key performance metrics that demonstrate how peer reviews are used to meet the overall objectives of OST's program.