By David L. Burton, Elite Workforce PR
TORONTO, April 20 /PRNewswire/ - Can it be this easy, this fast? One hour of employee time…one month of employer time can turn this 'Titanic' around. According to Dr. Tom Barker, a leadership specialist and Tom Davis, a workforce communication specialist, it's easy and fast when you appreciate the human brain as a computer and PRODUCTIVITY is more than a word describing numbers.
In their new eBook "The Productivity Revolution," Barker and Davis suggest there is a brand new, learning based, industry for human factoring productivity, begging to be born. The new industry will employ thousands of workers and provide the guidance and weapons needed for American workers to compete and win in the competition between global workforces.
The Productivity Revolution eBook can be purchased at www.tomsstore.com for $4.95. (Introductory offer)
Rationale:
- In order to attract investment, to communities, that create good paying sustainable jobs, workforces must provide the best potential return on investment to entrepreneurs. This is achieved through productive outcomes. Barker and Davis discovered that productive outcomes are a result of a series of linked human factors.
- American workers are being misled. Their leaders are either locked inside a systemic problem or the powers that be want the destruction of the middleclass to create lower cost workers. "Whatever!" American workers can control their own destiny. The culprit causing the problem is an obsolete management model based on employee compliance. This management model has created a global marketplace imbalance where cheaper workforces achieve similar productive outcomes to American workers.
- Japanese manufacturers recognized the problem, in the early sixties, and discontinued using the compliant model in favor of a communication based, employee participative model. As a result, the Japanese took market share of most large ticket consumer products by the mid eighties. In 1992, for the first time in modern history, the Japanese surpassed Americans in asset holdings, (Japanese $44 Trillion…Americans $37.5 Trillion)
Davis saw the problem forming, in the late eighties, when he realized the American Total Quality Management (TQM) initiative was failing to provide the competitive answer for America. When he compared the two he felt that employee communication was a big issue.
Davis decided to examine the communication issue from a different angle. He approached it as a computer software programmer would a series of unique, man-made, computers that needed to communicate…after all, the human brain is a computer. He looked for commonalities and found them in the elements of judgment and self-centeredness. He concluded that prejudgment was interfering with worker communication and self-centeredness caused undesirable behaviors and attitudes. To handle the judgment issue, he developed a simple interactive process between a supervisor and each worker that nurtured communication between them. He used the principles of Johari Window, a cognitive psychological tool created by Joseph Luft and Harry Ingham at University of California, to remove self-centeredness.
To say he hit the nail on the head would be an understatement.
Employers in all business sectors including retail, financial services, utilities and manufacturing saw immediate improvement. Change took place overnight with an average exponential improvement of 25% annually.
When Dr. Barker attended a Davis seminar in 2004, he was so impressed by Davis' nurturing/communication concept he included reference in his book "Leadership for Results." As a senior member of the American Society for Quality (ASQ), a Black Belt Six Sigma consultant, Barker was influenced by American industrial gurus like Edwards Deming and Joseph Juran. He realized that Davis had made a major breakthrough and concluded that Davis had created a natural appetite for learning in workforces using his process. Barker compared Davis' achievement to that of Karou Ishikawa, the creator of Japan's Quality Circle program. Once Ishikawa got the communication going, he used Edwards Deming's teachings to support the quality journey.
Soon-after, Barker and Davis developed a professional relationship and formed Elite Workforce Inc. (www.eliteworkforce.com). It led to collaboration on a management model better suited for American culture. They both recognized that Davis' communication model generated positive attitudes and an abundance of worker ideas. Barker's expertise was required to develop programs and structure for manifesting ideas. Ideas lead to innovation and continuous improvement. Both outcomes are essential for global competitiveness.
The American middle-class is in a tailspin…fighting the battle of their lives. Political leaders are ill-equipped to lead the battle and must acknowledge their productivity ignorance. This is one matter that can't be bluffed with handshakes and smiles."The new game in town is an old game!"…it's called productivity! America was once the leader and they can lead again! What's changed is the introduction of globalization and human factors. The human factors determine outcomes. Outcomes determine potential investment. If American workers don't learn how the game is played, and get involved, the community devastation will continue.
SOURCE The Elite Workforce Inc.
