The Scanlon Plan The Scanlon Plan Customers Investors Associates
Presentation to explain Scanlon and Vote to start design process
Jun 14, 2015
This 39 slide presentation was created by a company to present the basics of a Scanlon Plan so they could decide on taking the step of starting the design of the plan. This was done after management had learned about Scanlon, created a Mandate, and voted to take the next step of presenting Scanlon to the workforce. This company successfully designed a plan and implemented it. Unfortunately, economic forces eventually led the company to sell out and the plan was abandoned. Nevertheless, this is a great starting point for building your own presentation about Scanlon. It includes discussion points in the NOTES section of the slides.
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Transcript
The Scanlon PlanThe Scanlon Plan
Customers Investors
Associates
OverviewOverview History Details How Other Companies use Scanlon (video) WIIFM and WROM (exercise) Roadmap Mid-Management Personal Commitment Q&A What the Vote Means What’s Next Q&A Vote
Questions To Think Questions To Think AboutAbout
Is there a need to change?
Is there a potential to improve?
Should we form a team to design a plan on how we communicate, participate, and share our performance results?
Change ExerciseChange Exercise
Is there a compelling need to change? Why or why not?
Consider the following:– Mandate meeting– Quarterly business meetings– Hal’s most recent meeting with you
What Is Scanlon?What Is Scanlon?A method to create a participative
environment.Encourages everyone to use and expand
their talents and experience.Continuous learning and teaching.Constant growth opportunities.A way to better the company while making
it better for you.
Joe ScanlonJoe Scanlon
Who was Joe Scanlon?Who was Joe Scanlon?
Steelworker, union president, accountant, prizefighter, MIT lecturer, head of a research outfit, and an aide to the British industry after WWII.
Father of Participative Management.
One of the first to use Gainsharing.
Opposed the concept “the boss is boss and the worker works.”
Believed in a common sharing between management and associates regarding problems, goals, and ideas.
Who was Joe Scanlon?Who was Joe Scanlon?
A Quote from Joe ScanlonA Quote from Joe Scanlon
History of the Scanlon PlanHistory of the Scanlon Plan
Developed from the innovative work of Joe Scanlon during the 1940’s and 1950’s.
Came to the attention of Dr. Douglas McGregor at MIT, where Joe was invited to join the faculty.
Dr. Frost (University of Michigan) refined Scanlon’s ideas into four fundamental principles and processes.
History of the Scanlon PlanHistory of the Scanlon Plan
Scanlon’s ideas reached international proportions.
Today, the Frost/Scanlon Process is based on the belief in the dignity and the untapped potential in every human being.
Principles and ProcessesPrinciples and Processes
Identity and EducationParticipation and ResponsibilityEquity and AccountabilityCompetence and Commitment
Identity and EducationIdentity and Education
To know and understand our business and to accept that reality places our organization’s survival at risk.
Enable all associates through education and communication to understand the facts, believe they are relevant, appreciate the consequences they portray, and challenge them.
Identity and EducationIdentity and Education
Realistic understanding of our business Continually sharing information Process of education Knowledge of customers Our organization’s mandate Competitive challenges Making change a way of life Learning from the past – envisioning the future We are all continually getting better or worse
Identity and EducationIdentity and Education
Are we doing the right job?
Are we doing it well?
What day is it?
Participation and Participation and ResponsibilityResponsibility
The opportunity to influence decisions in the areas of one’s competence.
Take personal ownership for reachinggoals, achieving results, makingimprovements, and satisfying customers, investors, and associates.
Participation and Participation and ResponsibilityResponsibility
Associate involvement, teams, task forces, continuous improvement teams, and suggestions systems.
Better utilization of associates’ talents, experience and ideas.
Based on the belief of dignity and untapped human potential.
C I P
Participation and Participation and ResponsibilityResponsibility
Do we encourage involvement in decision making?
Do I take responsibility for my decisions?
Equity and AccountabilityEquity and Accountability
Balancing the interests of customers, investors, and associates within the context of serving society.
Know and measure the items essential to the satisfaction of customers, investors, and associates and act with integrity to achieve results.
Equity and Accountability Equity and Accountability
Regularly report the organization’s performance relative to customers, investors, and associates needs.
Goal setting, tracking, reporting, rewarding for organizational results.
Sharing a portion of the savings and performance accomplishments with all associates.
Ensuring our decisions keep the triangle in balance.
Growing the triangle.
Equity and AccountabilityEquity and Accountability
How do we hold ourselves accountable?
Is the triangle in balance?
Does each decision help balance the triangle?
Competence and CommitmentCompetence and Commitment
Acquiring the understanding and skills to do the right thing the right way both today and tomorrow and to appreciate our business realities.
Willingly act to make the organization succeed.
Competence and Commitment Competence and Commitment
Commitment to becoming something better than before.
Providing training, education, feedback and support to get better.
Constant demand for improvementand change.
Competence and CommitmentCompetence and Commitment
Growing and improving in all three areas:
Personal
Professional or job
Organizational/Cultural(BETTER COMPANY) (BETTER PLACE TO WORK)
Competence and CommitmentCompetence and Commitment
Am I willing to help others become more competent?
Am I committed to making myself better every day?
Is there a potential to improve?
Balancing the TriangleBalancing the Triangle
Customers Investors
Associates
What Scanlon Is:What Scanlon Is:A method to create a participative
environment.Encourages everyone to use and expand
their talents and experience.Continuous learning and teaching.Constant growth opportunities.A way to better the company while making
it better for you.
What Scanlon is not:What Scanlon is not:
A quick fixLeaderlessEasyA cure-allA guarantee
VideoVideo
What are key parts of Scanlon?
What are the three sides of the Scanlon triangle?
What does it take to apply the Scanlon principles?
True or False? The Scanlon way of managing is a relatively new idea?
Answer these QuestionsAnswer these Questions
Multiple answers
Customer, Investor, and Associate
It takes the four processes
False
WIIFM & WROMWIIFM & WROMExerciseExercise
1. Use the handout list and add any items you personally prefer.
2. Pick four things that are your top choices.
3. As a group, tally your preferences.
WIIFM & WROMWIIFM & WROMResultsResults
Road MapRoad Map
Personal CommitmentPersonal Commitment
QuestionsQuestions??
What the Vote MeansWhat the Vote Means
Vote is to design the plan.
Vote yes means: – Approval to create a design team.– Agreement with the four principles.
Requires 80% approval.
What’s NextWhat’s Next
Formation of design team including all levels of the organization.
The plan usually takes 6 - 9 months to design (Design Team).
All associates vote on the design. One year trial period if plan is approved. Feedback from associates about the plan and
adjust accordingly. Vote to continue Scanlon.
Additional Questions?Additional Questions?
VoteVote
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