In 1992, a British psychologist Sheina Orbell and Paschal

Sheeran, “Motivational and Volitional Processes in Action Initiation: A

Field Study of the Role of Implementation Intentions,” Journal of
Applied Social Psychology 30, no. 4 (April 2000): 780–97.

An impatient crowd might overwhelm In a fact-checking

statement, a Starbucks spokesman wrote: “Overall accurate
assessment, however, we would argue that any job is stressful. As
mentioned above, one of the key elements of our Customer Service
Vision is that every partner owns the customer experience. This
empowerment lets partners know that the company trusts them to
resolve issues and helps create the confidence to successfully navigate
these moments.”

The company identified specific rewards These details were

confirmed with Starbucks employees and executives. In a fact-
checking statement, however, a Starbucks spokesman wrote: “This is
not accurate.” The spokesman declined to provide further details.

We Listen to the customer In a fact-checking statement, a

Starbucks spokesman wrote: “While it is certainly not incorrect or
wrong to refer to it, LATTE is no longer part of our formal training. In
fact, we are moving away from more prescriptive steps like LATTE and
are widening the guardrails to enable store partners to engage in
problem solving to address the many unique issues that arise in our
stores. This model is very dependent on continual effective coaching
by shift supervisors, store, and district managers.”

Then they practice those plans In a fact-checking statement, a

Starbucks spokesman wrote: “Overall accurate assessment—we strive
to provide tools and training on both skills and behaviors to deliver
world-class customer service to every customer on every visit. We
would like to note, however, that similar to LATTE (and for the same
reasons), we do not formally use Connect, Discover, Respond.”

“ ‘This is better than a visit’ ” Constance L. Hays, “These Days the