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4. A clear process for input into the decision-making process. One reason many organizations use self-directed work teams is that once they are up and running, they provide the process, or forum, for input, suggestions and decision-making. This process formalizes the staff participation process.
5. Management consistency. One thing about the empowerment process is that management can't offer it, then pull it back if the decisions that come from it don't match with what management would have decided on its own. That's not to say that managers must abide by every decision or suggestion offered by staff. It does mean that when managers overrule staff suggestions, that they must do so in the spirit of problem-solving rather than what can appear as arbitrariness. By the way, when staff are clear about organizational goals, values, and priorities, and have access to all information related to the decision at hand, they are less likely to make decisions that will be ineffective, or that require over-ruling.
6. Opportunity for skill development. People vary in terms of their ability to work productively with others, communicate their ideas, and do effective problem-solving. If we expect full participation, we must be willing to provide the tools for people to participate effectively.
7. A stable and respectful workplace. In organizations that have a history of unmanaged or mismananaged conflict, people will have learned that it's dangerous to participate in anything but a superficial way. People who have been often criticized in harsh ways, by management or peers will be very careful about how they become involved.
In closing, keep in mind that while you may want to have empowered staff, the staff may have other ideas, particularly if it isn't clear what that means. Take a wider view of the process, and anticipate that it may take quite some time for staff to develop an understanding of this new way of doing things.
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