Some organizations have the "quality without a name:" they are true to their purpose because they profit their stockholders, serve their customers well, and provide a sustaining, fulfilling, and supporting workplace for their employees. Organizations that reach this level of maturity are likely to excel in all other measures. Do the patterns presented here make it possible to construct such an organization? While these patterns define a culture that helps sustain morale and business success, they don't address quality of work life and morale directly. These patterns touch only lightly on key factors such as the mutual trust between worker and peer, employee and employer, and company and customer. Other factors, such as cultural diversity, the corporation's community involvement, and extracurricular activities at work are beyond the scope of this language. I don't omit these factors here because I feel they are unimportant, but defer these issues to experts in organizational psychology and sociology. Though many of the patterns here have sociological overtones, and likely have a generative effect on morale and other social indicators, other pattern languages must be woven with this one to round out the sociological picture. This perspective leads to the obvious conclusion that these patterns alone do not guarantee success, but it also provides a guiding light for further research.
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