Employees help define "purpose" which has a longer life span than specific tasks. Purpose leads to a dynamic vision which is open to many ways to get the job done.
Focuses on improving the quality of thinking.
Rewards flow to employees who learn from experience, use knowledge imaginatively, respond quickly and successfully to new situations and create solutions to problems.
Encourages facing the gap between what is wanted and the way things are.
Employees see "gaps" as opportunities to add value to relationships with customers, suppliers, communities and the environment.
Sustains responsible commercial success.
Employees link intelligence and generosity to increase asset productivity, to achieve customer "share of mind," and to help customers manage choices about price, quality, selection and service.
Invites a balanced work and family life.
Employees experience the workplace as "the new neighborhood," a place of child care, recreation, volunteerism, disease prevention, personal growth and work.
Connects individual behavior to company performance.
Employee ownership is psychological, financial, and legal thereby inviting employees to add value to each other's work.
Personnel Journal, April 1995, Vol. 74, No. 4, p. 81.