Going all the way with empowerment Available to Purchase

Compares the organization improvement effort in two US companies, one which partially empowered its employees and one which fully empowered them, and concludes that although positive results are possible with partial empowerment they take longer to materialize and are often different from the company’s original objectives. The full empowerment model is superior in terms of achieving overall organization objectives, and is easier and cheaper to implement. Believes that we have dug ourselves into a partial empowerment rut, thereby frustrating our improvement efforts and consequently deriving only partial benefits.