Tuesday, February 14, 1995

Presenter: Marshall H. Barnes II, Director, Diversity Management, Columbia Gas of Ohio, Inc.

Moderator: James M. Childs, Jr., Academic Dean, Trinity Lutheran Seminary

Marshall Barnes provided an excellent overview of empowerment issues including: Organizational Effectiveness and Employee Satisfaction; The New Competition; Long-term vs. Short-term strategies; the Effect of Generation X (unrealistic expectations); Historical Perspective (Dominant Top-Down Belief); Consistency, Control and Predictability; Empowerment vs. Subsidiarity; Ethical Implications; and the basis for Ethical Decisions. His concluding commednts were, "Empowerment can work in the right environment-it means sharing responsibility, not abandoning it. Leaders must set direction, make decisions that employees can't, ensure they are on course, open doors, clear the way, and assess performance."

Discussion of the presentation was lively. In response to a question regarding the dichotomous nature of empowerment, Barnes replied with the following clarification: Empowerment implies a type of entitlement, whereas subsidiarity is based on leaving power where it belongs (at a lower level).With respect to the changing paradigm from top-down management, Barnes added these insights: Shared vision is essential for effective manaagement. He also emphasized job design and work rotation as a method of making work more meaningful for individuals and encouraging shared vision and responbisibility .

The question was raised about the role of employee evaluations, as they are perceived by the employee as threatening, and by the employer as constructive. He replied that an effective method for employee evaluation is to set out employee objectives and list what the manager is willing to do to help the employee achieve the objectives. In addition, managers must be willing to receive "360° feedback" by asking employees "how am I doing?"

One participant pointed out that empowerment is meaningless unless it is based on significant resource allocation and the investment of responsibility. Opportunities are beginning to exist on a horizontal plane (not just vertical) for empowerment through information, education and access to more diverse opportunities for self-expression.

The question was asked whether empowerment is seen as a long-term shift in attitude, or as just a fad? And, regardless of staying power, should we insist on empowerment ethic even if it shows no short-term results? His response was: The Japanese are a prime exmple of an empowerment success story, through their willingness to invest heavily over the long-term to get results. American businesses tend to have a short-term outlook, and therefore may not get the results fast enough to continue with the empowerment experiment. Barnes suggested that such a short-term outlook is a mistake. Empowerment should persist in business, because it is ethical-the "right thing to do".