Our desire to tap into this creativity … to listen more clearly to these ideas … led us to a process we call Work-Out.
The subject of this chapter began as a GE paradox. Jack Welch, one of the country’s toughest and most aggressive bosses, brought forth a program designed to let workers become their own bosses.
By doing so, he changed his company.
Like all ambitious programs, this one needed a name.
Welch had been talking about “working out the nonsense of GE” and dealing with problems that needed to be “worked out.” Not surprisingly, ...