Eight critical principles of empowerment

Abstract

Typical organizational improvement initiatives emphasize operational issues such as systems, plans, structures and processes. Relatively little emphasis is placed on releasing the power of human beings into the improvement initiative. To improve successfully, organizations must balance the operational and human factors in the change initiative. The balance begins to emerge as managers internalize eight critical principles of empowerment, namely: protect the dignity of all employees; manage perceptions, not just the “facts”; use organizational authority to release rather than inhibit human potential; use consensus decision making; clarify vision, mission, objectives, goals and job descriptions; unshackle the human desire to be of service to others; come from values; provide the feedback requested by employees. When management is guided by these eight principles, human and operational issues tend to stay in balance. This allows improvement to be unifying, innovative, continuous and permanent.

Empowerment and organizational change

“…Discuss the term catalytic empowerment where Performance measurement is necessary Williams (1995) consultants turn around unsuccessful companies to test the success of empowerment Harley (1995) Cites the need for balancing operational and human Organizational authority, if used properly, issues for empowerment and describes eight key can unleash hidden human potential principles to accomplish this Logan (1995) Includes empowerment in the larger framework Human quality is often neglected in the of actions driving quality within an organization drive for superior technological quality…”

The Power of Lean Principles

“…Making the principles to be the spoken carriers of the lean culture, might empower the whole organisation to have a more innovative, flexible and agile approach to lean. A point grounded in the effect of trust building (Smith, Rybkowski, Bergman, & Shepley, 2014) and empowerment (Harley, 1995). Literature has shown the importance of lean leaders to understand lean thinking , but why stop with the leaders?…”

The Culture of Empowerment: Driving and Sustaining Change at Conner Prairie

“…These staff members can feel they have a stake in a task more significant than just carrying out orders from management. In the empowering environment, they have been entrusted with delivering the company's services and are actively engaged in doing so in the best way possible (Harley 1995).…”