Empowerment

Filed under: High Performance OrganizationsSep 15th, 2009 | no responses

The word “empowerment” is often used to refer to some sort of state or condition with regard to employees (generally shop floor people) and their responsibilities for decision-making. While this is true, we find the need to clarify this word.

Dictionary Definition  

Empower – to give people power or authority; to enable; permit  

“em” – to cause to be; make

“power” – strength or force; might; the ability to do or act; authority, right, control, influence

“ment” – the act or state or fact of; the condition of being; the product or result of

How others have defined “empowerment”:

Empowerment is a leadership process for enabling the individuals in an organization to engage in activities for and by themselves by authorizing and investing power in them so that they can unleash energy into the organization.

The development and use of personal power and the support of the development and use of power in others to meet business requirements.  

Empowered people freely initiate improvement at thepoint and time of opportunity because they:

• know what to do
• want to do it
• have the ability to do it
• have the authority and opportunity to do it

and as a result accept responsibility for their actions and business success.  

Empowerment is improving the ability to meet customer requirements by individuals themselves choosing to develop and use their personal power within an environment that supports and enables growth.  

Empowerment is “zapping” people with responsibility, authority, identity, energy and power; not “sapping” people by taking power away.

Empowerment is a leadership process of “lifting people into their better selves.

Empowerment is clearly aligned with Theory Y Assumptions (and corresponding behaviors) toward people–NOT Theory X Assumptions.

Empowerment IS…. Empowerment IS NOT….

Standing Tall ………….Working in a subordinate posture

Maximum discretionary effort applied….. Minimal compliance with procedures

Engaging heart, head and hands …..Acting as a hired-hand

Responsibility, Capability, Accountability …..Words on a wall or plaque somewhere

Theory Y- based …..Theory X-based

Unconditional Positive Regard …..Conditional

Giving autonomy to people & groups …..Making “command decisions”

Enabling people to be & do their best …..Giving orders

Expressing feelings and facts openly ……Holding back feelings

Facilitating learning …..Keeping own ideas “close to the vest”

Stimulating independence & interdependence …..Exercising authority over people & groups

Listening with the intent to understand …..Asserting your own point of view

Delegating ….Coercing

Offering feedback & receiving it …..Instructing & giving advice

Encouraging self-evaluation …..Evaluating others

Being a self-manager….. Managing the performance of others

Continuous learning….. Remaining stagnant in learning

 

Empowerment Principles

The Technical Systems Work Better when:

• Teams are aligned so that people are responsible for finished products and services or complete processes instead of specific steps in the process or particular pieces of equipment.

• People are multi-skilled, understand the technology and are aware of how their work affects the quality of the end product.

• Variances are identified and problem-solved at the point where they occur by the people closest to and knowledgeable of the work.

 

People Work Better when:

• They have opportunities to satisfy important personal needs through the work itself.

• They have input into decisions which affect them directly.

• They are appropriately reinforced.

• They are free to use their experience and judgement.

• They belong to groups which can provide social support, help clarify important values, encourage effective performance and facilitate the effectiveness of interdependent tasks.

• Unnecessary social differences are eliminated.

 

Teams Work Better when:

• Team members can identify with the product/service produced, the customer and the business.

• Team members cooperate and work together in order to complete their tasks effectively.

• Teams have the authority and capability (knowledge, skills, resources) to meet commitments.

• Team size and physical boundaries make it easy to communicate and be flexible in adapting to changing situations.

• Teams get accurate and timely information about their performance (from internal & external sources).

 

Organizations Work Better when:

• Organization boundaries:

— are at the completion of a process or product transformation,

— create a business focus, and

— reflect the physical boundaries.

• Cooperation is maximized across boundaries between units, functions and levels.

• The organization detects and responds to changes in its external environment.

• Agreed-upon purpose, values and principles exist to guide behaviors.

• The organization is based on an integrated, systemic design so that leadership, structure and policies support the desired organizational behaviors.

• Design is specific to the organization and includes provision for on-going self-analysis and redesign as needed.

• Leadership is shared.

• The organizational structure is flexible.

• Administrative policies and procedures are few in number.

 

Characteristics of Empowered Individuals

1. There is strong self awareness and self confidence.

2. There is a strong personal vision of excellence.

3. There is a strong alignment of personal and organization values . . . “walks the talk.”

4. The individual is more intrinsically motivated than extrinsically.

5. There is a high level of knowledge and competence in the areas the individual is working.

6. The individual views the world from a systems perspective. . . “the big picture” and how things are linked and integrated.

7. The individual strives for “what is right” and not “who is right.”

8. There is a high degree of integrity and ethical behavior.

9. “Plays to win vs. playing not to lose.”

10. The individual thinks and acts in creative ways.

11. The individual feels a sense of pride in what he or she does for a living, in the organization, and in the company.

12. The individual creates an environment which aids others in empowering themselves.

13. There is willingness to make personal sacrifice and challenge current paradigms.

14. The individual acts to bring order out of chaos.

15. The individual assumes personal accountability for his/her actions.

Characteristics of Empowered Managers and Supervisors

1. Managers and supervisors provide clear direction and objectives for the organization. Business information is openly shared at all levels in the organization.

2. Managers and supervisors help individuals understand how their contributions fit into the larger whole.

3. Managers and supervisors listen effectively for and care about individuals’ needs, goals and aspirations.

4. Managers and supervisors assess capabilities and provide opportunities and resources for developing capabilities in a way that stretches individuals beyond their current capabilities.

5. Within defined boundaries and expectations, managers and supervisors “let go” and expect individuals to exercise their own personal power and take responsibility for their actions.

6. Managers and supervisors reward and recognize people who behave in an empowered way (e.g. rewarding the learning that comes from mistakes).

7. Managers and supervisors assist in removing conditions that lead to powerlessness (e.g., barriers to effective teamwork).

8. Managers and supervisors behave in a way that is consistent with individual empowerment behaviors.

Characteristics of an Empowered Environment forWork Systems Redesign

1. There is alignment of personal and company objectives. As a result, people understand their objectives, perceive them as significant pieces of work which contribute to the larger whole, and are committed to achieve them.

2. Personal capabilities (social, technical, and improvement) are kept on the leading edge. The organization expects individuals to be “stretched.”

3. There is a high level of individual and team self management which is consistent with established principles, boundaries and direction.

4. The work environment supports the development of the desired characteristics of empowered individuals.

5. The environment expects people to play a participative role in the design of their work, setting direction, and resolving problems.

6. Work is accomplished through effective interdependent teams within and across organizations.

7. All organization members demonstrate leadership characteristics.

8. Communications processes exist which provide people the information they want and need in

order to perform and improve the work.

9. Teams adhere to principles, procedures, systems and practices in a disciplined way.

 

Empowerment As Viewed by the Customer

1. The organization’s products and services provide a competitive advantage for its customers.

2. The organization is the supplier of choice by all of its customers.

3. Organization members exhibit a high level of energy in meeting business requirements.

4. Individuals not only understand their customer’s requirements, but also those of the customer’s customer.

5. Pride in workmanship is clearly built-into the products.

6. The company’s face-to-face contact person…the one who engages directly with the customer ….is empowered to act without asking for permission or seeking approval from a higher authority.

Empowerment Workshop Series:

Empowerment is a very broad-based organizational concept.  It can and should be designed into the organization as a HR Strategy.  Many organizational processes will need to be redefined to achieve good empowerment.  It is a lofty objective.  Toyota calls this “Respect for People”.  It is definitely a strategic competency any organization should aspire to…..and can achieve. 

JCM Work Designs/The Lean Sigma Team can design and conduct a this workshop series to meet your specific needs.  Please contact us for a formal proposal.

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