We as managers expect a high degree of control in our organizations, yet the degree of control is inversely related to the speed at which our organizations can respond to needs. GE's WorkOut process trades some small amount of managerial control for a healthy dose of employee decisioning and commitment.
General Electric developed the WorkOut process in 1989 as a result of deep personnel cuts that gave every remaining employee more work than he or she could possibly do. GE had discovered that reports were generated that were never read, and approvals were required of people too removed from the subject to be familiar with it.
Jack Welch recognized that the people most knowledgeable of a process were those who were closest to it. He knew that employees, given boundaries within which to work and objectives to meet, will work together to find a plan of action that is often better than that developed by any individual. He also knew that employees who are involved in a change will be committed to seeing a plan of action succeed.