The concepts discussed in both the article by Russ Forrester
and in our text take differing approaches to empowering others. There are several similarities and
differences within the texts. Some of
the similarities discussed in both were related to the ideas of how to empower
workers. The differences were found in
the reasons for empowering them and the affects that empowering can have on the
individual.
We discussed this week in our class discussion examples of
delegation and how that can aid in developing empowerment amongst others. I think this brings up an important topic
that both Forrester and Whetten & Cameron discuss, which is letting go of
control. Forrester notes that in order
for empowerment to actually work and be beneficial, there are several points
that needed to be confirmed. One of the
points discussed is to understand that a shift in power will happen and that
some control will be lost when attempting to empower others. Being able to recognize this and accept it is
part delegating authority responsibility, and trust amongst each other. Whetton and Cameron both note that giving
people more responsibility, while providing all necessary information and
resources can help build confidence, trust, and empowerment. While Forrester agrees that all of these
characteristics are needed to support empowerment, Forrester points out that it
needs to be individualized and specific to each person and area. Changing one section of a company will not
make any dramatic differences in empowerment, and may even cause a negative
reaction. Forrester mentions that you
cannot create a false sense of empowerment – you have to actually give up power
to others.
My previous job did exactly what Forrester mentioned not to
do, which was plaster “meaningful” slogans and ideals up on walls and send out
emails reinforcing our abilities. They
would do this after large lay offs.
Instead of addressing the problems and being truthful, as both
Whetton/Cameron and Forrester mention, my previous job would just try and cover
it up and ignore the issues while instilling a false sense of security in
us. This in turn, created a hostile
working environment that was filled with negativity.
A better option for situations like that would be to
incorporate the ideas discussed in both texts, which in turn will actually
instill real power and trust in each other.
Whetton and Cameron note that there are 9 methods for fostering
empowerment. They include “articulating
a clear vision and set of goals, fostering personal mastery experiences,
modeling, providing support, creating emotional arousal, providing necessary
information and resources, connecting to outcomes, and creating confidence.”
(Whetton & Cameron, 2011) Forrester
notes some very similar methods of reaching empowerment as well, stating that
managers need to “invest in building their knowledge, expand access and
control, extend personal discretion, and let them be more connected to
customers.” (Forrester, 2000) Both texts discuss similar methods of
creating empowerment.
I find that providing employees with adequate knowledge and
confidence, allowing them to make decisions (extending discretion), and
connecting to outcomes are adequate methods of giving real power to
others. These methods let go of control,
which in turn help build trust and confidence, and also address personal
motivation and individualized empowerment.
References
Forrester, R. (2000). Empowerment:
Rejuvenating a potent idea.. Academy of Management Executive, 14(3),
67-80. Retrieved September 13, 2014, from the JSTOR database.
Whetten, D. A., & Cameron, K. S.
(2011). Developing management skills (8th ed.). Upper Saddle River, NJ:
Pearson/Prentice Hall.
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