d even if they do not, they eventually affect people. Therefore, people should be considered first, before change is implemented. The success or failure of a change program depends in part upon whether the company's organizational culture lends itself to change. Companies that already have an innovation culture that enables them to stay ahead of the competition are better prepared to encounter change in other areas, as well, such as smoking policies.
Thus, in order to successfully implement a no-smoking policy, a company should start with what Daniel Stokols (1992) calls a "health promotive environment."[i] Stokols points out that "The majority of health promotion programs implemented in corporate and community settings have been focused on individuals rather than environments," seeking to modify health habits and lifestyles in terms of diet and exercise rather than to "provide environmental resources and interventions that promote enhanced well-being among occupants of an area," such as better ventilation systems that would improve the quality of indoor air.[ii] Thus an impact of no-smoking policies on smokers in the workplace has been that they feel that they bear the sole burden of restrictions and change, with the employer bearing none. In addition, smokers often perceive the requirement to give up smoking or smoke outside as an unfair one that distinguishes them from their non-smoking coworkers, who are allowed to carry on as usual. Nonsmokers and managers, on the other hand, are generally in favor of no-smoking policies, as they see the rights of smokers to pollute their work environment or take extra breaks for smoking outside as favoritism. Therefore, no-smoking policies can create dissonance between smokers and their coworkers as well as between smokers and manage
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