The management staff kept an eye on training the employees to make them understand that they are the real stake/asset of the organization and that triumph is in their hands. Creative use of technology/skills: The task of engraving the idea on the personality of the employees, not that of Domtar but of the merger and takeover, is also a considerable one. The circumstances taken into account by the managers with their approach to include the capacity of the workers in the operational procedure/process New data and information practices: the responsibility recognized by Royer is to put into practice the information and information as well as the the expertise that workers possess. This strategy benefits the organization in a positive way and the company applies these approaches in its recently acquired businesses, whether it is a merger or a purchase.4. Take the critical facts from the Domtar case and place them into the appropriate phases of the training model presented in this chapter. Start with the triggering event and explain why each fact belongs in the phase you placed it in.