We Don’t Act on What We Know

What is beguiling about our situation is that we already know a lot about service, about partnership, and about empowerment. The books have been written (I wrote one), the experiments have been conducted, and the results are in. We know, intellectually and empirically, that partnership and participation are the management strategies that create high-performance workplaces. Virtually every medium-to-large organization showcases the success it has had with self-management, partnerships, lean operations, creating a culture of accountability, and giving superior service to customers.

Plus there are busloads of executives, authors, and consultants traveling around this country to conferences and seminars, telling their ...

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