The following handbook practices and related materials described below can be purchased individually as noted.

1. IT’S THE MANAGEMENT SYSTEM!!! INTRODUCTION PACKAGE - Includes Position Paper And Self-Exam (Total Package Pages = 35)

In the long run a loyal, motivated, cooperative workforce interested in the success of the organization is the only permanent competitive advantage an organization can acquire.  Everything else -- technology, better equipment and natural resources -- can be bought in the open marketplace.  A superior system of managing, in contrast, is something that money cannot buy.  It must be designed and created.  Of all the processes employed by an organization, none is more critical to organization excellence than the management system because everything else flows from it.

The Position Paper’s approach conforms to the following organization development principles;

•  The most important system in any organization is its system of managing people, and that system must be composed of complementary people practices.
• The style and quality of an organization’s management system directly impacts the acquisition, development, motivation, performance and retention of good people.
• By improving the performance of its human resources, an organization improves the performance of all its other resources and their related processes.
• The style of managing with a solid record of ensuring superior, sustainable organization-wide excellence is a people-centered collaborative system.

2. COLLABORATIVE ORGANIZATION VALUES PACKAGE - Includes Supportive Culture Information, Values Position Paper And Detailed Value Definitions (Total Package Pages = 21)

Organization values are the shared fundamental beliefs, attitudes and assumptions about what is right and important in the context of operating under a particular style of management.  Values form the basis for guiding the way we cooperate, establish acceptable levels of performance, determine leadership approach and develop organization practices that comprise the management system.

The recommended values emanate from successful organizations with people-centered management systems and track records of sustainable organization excellence.   In addition, these values are totally compatible with the implied values found in America’s governing documents and free enterprise system.  Basic to all of these values, is the fundamental belief in the audacious doctrine that ordinary men and women can govern themselves. 

The assumption is that an effective, efficient workplace cannot remain authoritarian within a free and open society, that some form of involvement at all levels by interested and competent people is not only desirable, but mandatory if the organization and the society in which it exists is to survive and prosper.  Workplace collaboration in an advanced democracy is a distinct competitive advantage demanding to be used.

Collaboration is the use of teamwork, cooperation and empowerment as the organization’s primary and overarching people-centered approach to attaining sustainable organization excellence.  It is the purposeful involvement and empowerment of competent employees at all levels, whenever possible, in those decisions which affect their work. 

3. ORGANIZATION EXCELLENCE PACKAGE - Includes Eleven Policy Guidelines, An Assessment Procedure And Example (Total Package Pages = 22)

Sustained organization excellence depends on an organization’s ability to renew itself.  Organizations, like people, have a lifecycle; they are born, they grow, they mature, they decline and, finally, they die.  Some organizations, however, continue to thrive long after their competitors have ceased to exist.  Organizations that have the capacity for self-renewal continuously seek innovative ways to do new and better things.  This ability to adapt and change enables the organization to effectively step off of a maturing life cycle and onto a younger and more vibrant one where it can continue to grow.  A culture of excellence must be created that energizes all individuals to continuously improve themselves, their teams and the organization as a whole.  When an entire organization is infused with the passion and discipline for being the best, it is assured of achieving sustainable excellence.

A culture of excellence also requires that evaluation tools exist for self-assessing the effectiveness of the organization’s people and operating practices.  The assessment procedure assumes that, if the organization’s major practices are world-class, then the organization as a whole functions at a world-class level. The focus on assessing key practices makes the evaluation easier and the improvement recommendations more practical since the responsibility for making the improvements can be assigned to the practice’s major users.

4. CONTINUOUS OPERATIONAL IMPROVEMENT (COI) - Includes Nine Policy Guidelines, COI Tools And Examples (Total Package Pages = 51)

Continuous Operational Improvement (COI) is an important concept.  It means an organization should continuously improve its processes/systems through the application of various systematic improvement techniques. There should be a relentless, ongoing hunt to eliminate the sources of waste and nonconformance to customer specifications, needs and expectations.

To survive and grow under increasing industry and market pressures, organizations must continually search for new performance advantages that competitors are unable or unwilling to copy.  For the foreseeable future, these competitive advantages will be a combination of flexibility, rapid response to market or technological changes, low cost, and high levels of customer satisfaction. Achieving this combination requires highly effective and efficient systems, and a rational process for continually improving them. Systems should be easy to understand and simple to use at all levels of the organization. They should work well and have the capacity to perform even when not worked perfectly. They must be as mistake-proof and user-friendly as possible.

5. TEAM-BASED COLLABORATIVE MANAGEMENT PACKAGE - Includes Twelve Policy Guidelines, A Teamwork Processes Procedure And Self-Exam (Total Package Pages = 45)

Team-based collaborative management is a people-centered system of managing that uses dispersed leadership and collaborative practices as the integrating forces for achieving excellence.  It is an organizational strategy that enables people at all levels to be responsive not only to their customers but to the demanding realities of competition and constant change. These people-centered collaborative practices, when applied in a systematic manner, out-perform all other styles of management in terms of long-term performance, flexibility in periods of continuous change, innovative problem solving and decision making and increased employee involvement and commitment.

A team-based collaborative management system supports the purposeful involvement of competent employees at all levels in teamwork decisions and leadership roles which affect their work.  Its primary purpose is to increase the level of individual, team and unit productivity.  Engaged teams at all levels will take responsibility for their work, take on leadership roles, unleash their creativity in the quest for greater productivity, and take the initiative in responding to customer needs and changing conditions.

6. COLLABORATIVE LEADERSHIP ATTRIBUTES PACKAGE - Includes Leadership Position Paper And Attributes List (Total Package Pages = 11)

In a collaborative workplace culture, the leader emerges as an important player and the driving force of collaboration.  The leader brings a vision of what the organization can be and makes sure it is clearly understood by all employees.  Using group involvement and consensus, the leader encourages interaction at all levels.  Through discussion and group decision making, the leader builds and reinforces commitment to the organization’s goals. 

A collaborative culture also recognizes that all employees are willing and able to assume leadership roles under various circumstances and that, when they do, their self-motivation, work satisfaction and identification with the organization increases substantially.

Employee involvement in leadership roles is a major motivator and contributor to the alignment of their personal goals with those of the organization.  A team-based organization structure substantially increases the number of opportunities for employees to assume various leadership roles throughout the organization compared to traditional organization structures.

The descriptor Team Leader is not a job title but rather the role any employee at any level of the organization assumes when either permanently or temporarily leading a team of employees.  As defined here, leadership attributes are those key inherent characteristics associated with the successful performance in a leadership role within a collaborative workplace environment.

7. TEAM PERFORMANCE ASSESSMENT PACKAGE - Includes Ten Policy Guidelines, Team Assessment Procedure And Example (Total Package Pages =  32 )

The team-based collaborative management system is built on the assumption that far more good can be accomplished through cooperation and collaboration than through internal competition.  The team performance assessment process focuses on team activities and accomplishments in evaluating year-end progress.  Most sustained performance occurs when people work together to accomplish common goals. Through this combination of team talents and experiences, individual weaknesses tend to diminish in importance while the strengths and knowledge present on the team are enhanced through synergy. 

Team members need to understand the reasons why their team succeeded or failed and develop plans for ensuring success in the future.  Team assessments are used to identify opportunities for making future improvements.  Armed with a thorough understanding of what went well or didn't go well, teams can set new performance objectives, identify training needs and request required resources.

8. TEAM PLANNING PROCESS PACKAGE - Includes Twelve Policy Guidelines, A Team Planning Procedure And Examples (Total Package Pages = 61)

The total planning process is a continuum. It consists of developing strategy for achieving goals, developing programs or broad plans for carrying out strategy and developing more detailed operational plans for carrying out the programs. However, since any planning system must involve many people at all levels, the procedures must be simple enough so they can be communicated broadly throughout the organization.

Cooperative team efforts that lead to excellent results are only possible when team members have a set of shared values and common goals.  Productive team planning occurs when each team member uses his/her particular knowledge or skills in the pursuit of team excellence. 

The amount of effort that should be devoted to the planning process is dependent upon the complexity, difficulty, timing and number of people involved in making the plan work.  Planning, to be productive, should be used as an aid to achieving the team's mission and goals, not a paperwork hassle or irrelevant bureaucratic task. 

9. ECONOMICS LITERACY PACKAGE - Includes Eight Cost Strategies And An Example (Total Package Pages = 13)

To truly pursue performance excellence, teams must be required to understand the realities of their operation as an economic system, and its potential for economic performance.  In particular, all teams should have a complete understanding of the financial and cost aspects of their operation and the systems for which they are responsible.

The absence of economic information and employee education in economics prevents most team members from understanding the requirements and restraints on the team.  It also prevents them from being able to relate the impact of their daily routine and decisions to the success of the team.  Priority setting, conflict resolution and resource allocations are more rational and acceptable when a common language (Economics) is used by all team members regardless of their functional specialties, interests or organization level.

10. COMMUNICATIONS PACKAGE - Includes Fourteen Policy Guidelines And An Example (Total Package Pages = 15)

An effective communication system facilitates trust, builds relationships between individuals and teams and ensures the free flow of essential information.  Open communications is both a driver and reinforcer of a supportive culture.  To anticipate customer needs and stay ahead of the competition, every employee must be willing to participate and innovate.  Only in an environment of trust will employees have the confidence to make tough decisions or raise unpopular issues without fear of repercussions. 

Open and candid discussion of the company’s goals, policies, systems and financial performance creates a climate of trust and reduces employee reliance on the rumor mill for sensitive information. Encouraging employees to make suggestions and raise issues related to their jobs and workplace reinforces the organization’s commitment to continuous operational improvement.

Team leaders are the primary conduits and facilitators of communication between management and team members and vice versa. Their ability to model the organization’s values, reward and recognize accomplishments, coach and address problems, facilitate group processes and delegate leadership responsibilities is key to building team competence and empowerment. 

11. CONTINUOUS LEARNING PACKAGE - Includes Ten Policy Guidelines, A Team Training Procedure And Example (Total Package Pages = 28)

An educated workforce is essential to excellent team performance.  Meaningful participation in group decision making requires competent supervision and competent team members.  Education and training must be provided to and used by all team members to increase the quality of their personal contributions and to improve the performance of the team.

A team structure and process is designed to force decisions down to the lowest possible level where knowledge, skills, and information are most easily and quickly brought together.  It is important, then, to insure that employees at all levels have the necessary knowledge to contribute to these decisions, and the skills to carry them out.

Training in a team-based collaborative management culture is different than in more traditionally managed companies.  It operates under the assumption that employees are mature, responsible people who, given the opportunity to perform well, will do so.  The system of involvement in decision making, full disclosure of information, and team processes reduces or eliminates many of the barriers to performance which might otherwise make training ineffective.

12. JOB SECURITY PACKAGE - Includes Eleven Policy Guidelines, A Career Assistance Program And Workplace Staffing Reduction Procedure (Total Package Pages = 28)

People are important.  Their cost of acquisition, development and utilization far exceed, in most organizations, the dollar amount of any other balance sheet or P&L account.  In addition, only human resources have the capacity and potential for raising the value of all other non-human assets.  Obviously, an unnecessary, short term liquidation of the organization's substantial, long term investment in its people should be discouraged or avoided.

It is essential that some form of job security be provided that enables employees to focus, unobstructed, on organization excellence rather than on protecting themselves from an unsupportive and uncaring work environment. There are, of course, no absolute guarantees of permanent employment in a world of global competition and turbulent changes. But there are many kinds of parachutes or services that are available that give employees confidence that a safe landing under most circumstances is possible.

A sense of security can be designed into a management system that encourages and enables people to raise their standards of excellence and take ownership of their opportunities. Fear and anxiety, resulting from the presence of challenging and stretching objectives cannot be completely turned off, but they can be turned down and managed for minimum interference.

13. RECOGNITION & CELEBRATION PACKAGE - Includes Ten Policy Guidelines, Sample Contribution Reports And Stories (Total Package Pages = 20)

Mutual respect is a two way street. It requires a partnership in which all parties give and receive recognition for positive attitudes, productive activities and performance accomplishments. This entails treating others as one desires to be treated. In a collaborative organization, respect flows in all directions and is made visible through the organization's recognition and celebration system. Good thoughts, good efforts and good results follow when an organization enables people to have positive feelings about themselves, their team and their organization.

Observing how, who, and what is recognized will show what an organization stands for. An organization's values and desired performance standards are given life and nurtured by its formal and informal recognition systems. Compensation increases, promotions, fringe benefits, privileges, bonuses, awards, compliments and new working space are some of the visible recognition tracks left by an organization. A mismatch between what a organization stands for and what is recognized seriously compromises feelings, efforts and results. Therefore, it is extremely important that the recognition and celebration system support and complement other management procedures, goals and plans.

14. PROMOTION PACKAGE - Includes Twelve Policy Guidelines And A Promotion Procedure (Total Package Pages = 16)

If an organization is to obtain excellence, it must reward those who achieve it.  The spirit of an organization is made, in the last analysis, by the people it chooses for promotion.  The only true "control" in any organization lies in its promotion decisions.  They affirm what an organization really believes in, wants and stands for.  They speak louder than words and tell a clearer story than any figures.  If organizations are to achieve excellence, they must promote people based on proven capacity to contribute to organization goals and results and to a corresponding capacity for teamwork and developing cooperative efforts.

Access to promotion opportunities within the organization is an important element of a team-based collaborative management system. It provides all employees with reasonable expectations and motivation for advancement based on their qualifications, performance and tenure.  It is, therefore, extremely important that the promotion procedure is administered openly and fairly.

15. RECRUIT, SELECT AND HIRE PACKAGE - Includes Sixteen Policy Guidelines, A Team-Based Interview Procedure And Flowchart (Total Package Pages = 40)

The most essential element in building and sustaining a productive organization is not markets, technology, or products.  It is the ability to hire and retain good people.  No organization would invest in expensive fixed assets without undergoing a rigorous process of needs assessment and comparison-shopping.  These same organizations, however, may perceive employee selection and hiring to be a “mushy” or “touchy-feely” decision.  In truth, the same need for a rigorous assessment applies to both.  An objective, systematic approach is the best way to ensure getting needed assets, fixed or human, to do the job.

Organizations regularly compete with other employers and recruiters for what is arguably one of the most important of all organization assets.  While some organizations have the resources and prestige to rely solely on their reputation to attract good people, most do not.  While most organizations recognize the value of good employees, few have a system in place that allows them to consistently attract and hire good candidates.

Such a team-based recruitment system must be comprehensive, addressing everything from sourcing to selection and hiring.  It must be based on collaborative values, be flexible and simple to use, have balanced control measures and be well integrated with other management systems.  It must be funded with the necessary capital, time and manpower to ensure good results. 

16. COMPENSATION PACKAGE - Includes Twelve Policy Guidelines, A Pay Procedure and Profit Sharing Procedure (Total Package Pages = 21)

The principles and practices of a Team-Based Collaborative Management System incorporate a myriad of powerful, non‑financial reinforcements that research and experience show, have a positive, long lasting impact on individual and team motivation and performance. Under collaborative management, compensation ceases to be the dominant strategy for reinforcing people. Other influences such as opportunities for self­ development, involvement, teamwork, empowerment, open communications, recognition and achievement are seen and used as major motivators.  Compensation differentials, however, must be seen as rational, reasonable and open for discussion.

What is seen as the critical element of employee motivation and satisfaction is the management system's reliance on dispersed leadership at all levels.  Collaboration creates motivating conditions of work and provides support, training, information and resources that are essential to an empowered workforce. Collaborative leadership leads the way in challenging and improving processes, motivating employees through involvement, developing shared purposes and encouraging and recognizing employees accomplishments. There is no adequate financial substitute for good leadership.

17. POSSIBLE WORKPLACE CHANGES PACKAGE - Includes Forty Random Suggestions For Increasing Workplace Trust, Cooperation and Performance (Total Package Pages = 10)

In anticipation of developing a supportive culture of trust and confidence in an organization, management can make simple, unilateral changes to plant and office workplace environments that telegraph the intended nature of a collaborative workplace culture.  These are changes the organization could or should make regardless of whether or not it chooses to fully pursue a management system transformation.

18. WORKPLACE TRANSFORMATION STORY (Union) - Includes a four year documentation of a unionized workplace that achieved extraordinary improvements in employer-employee cooperation and plant profitability. (Total Package Pages = 16)