 379 million "impres- sions" or "readership" in three weeks), only 39 percent of the general public and 55 percent of active investors were even aware of AT&T's restructuring. Even though 52 percent of AT&T's media coverage was highly negative, most people (76 percent of the public and 73 percent of investors) said it didn't affect their attitude toward the company. Employee Reaction But, as usual, the external media had their most pronounced effect on our internal stakeholders. Our surveys told us that thirty days after the It's Okay to Change Your Mind restructuring announcement, less than a third of AT&T's employees thought that it was a "good" idea. On the positive side, most of them had not yet formed an opinion on how it would affect the company, its customers, or the employees themselves. But less than half told us that the communications they had received were "complete." Employ- ees had questions about stock options, movement between units, and other individual issues. But even fewer thought that our communica- tions were "believable" or "helpful." Employees were particularly put off by two things: the contrast between the upbeat internal message and the external media coverage, and the debate about whether or not the company had changed its strategy. Not surprisingly, the worst scores were within the organizations of "AT&T Classic," i.e., all but the wireless and cable units. And manage- ment employees in those units were even less positive than repre- sented employees. Both groups were confused about the company's strategy, uncertain about their unit's viability, and concerned about their personal future. Employees at all levels were still trying to proc- ess the restructuring announcement in terms of its personal impact on them. The high-level messages that we were using externally weren't working in the absence of information that addressed employ- ees' more specific questions. Faced with these data, Armstrong ordered more communications, but we argued that it would be futile to try to address such e