George Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And indeed, Harry's concerns proved well founded. George led the team from manufacturing that was to be the test case for implementing empowerment at SportsGear. The team began the project in high spirits, eager to accomplish its goals. But when the time came to present their reports, the members were shocked: Martin was called away from the meeting, and the department heads formed a wall of resistance. It appeared that the team's efforts had been a waste of time. Can empowerment work at SportsGear? In 95111 and 95111Z, J. Richard Hackman, Elios Pascual, Mary V. Gelinas, Roger G. James, and W. Alan Randolph offer advice on this fictional case study.

George Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And indeed, Harry's concerns proved well founded. George led the team from manufacturing that was to be the test case for implementing empowerment at SportsGear. The team began the project in high spirits, eager to accomplish its goals. But when the time came to present their reports, the members were shocked: Martin was called away from the meeting, and the department heads formed a wall of resistance. It appeared that the team's efforts had been a waste of time. Can empowerment work at SportsGear? In 95111 and 95111Z, J. Richard Hackman, Elios Pascual, Mary V. Gelinas, Roger G. James, and W. Alan Randolph offer advice on this fictional case study.

George Marlow, a manufacturing vice president at SportsGear, had been looking forward to this month's companywide meeting. Martin Griffin, SportsGear's CEO, was going to announce a new era of empowerment at the company. And as Martin gave his speech, he seemed to fill the entire auditorium with his enthusiasm. But Harry Lewis, a SportsGear veteran of more than 20 years, was not so sure. "What in the world does empowerment mean?" he asked. And indeed, Harry's concerns proved well founded. George led the team from manufacturing that was to be the test case for implementing empowerment at SportsGear. The team began the project in high spirits, eager to accomplish its goals. But when the time came to present their reports, the members were shocked: Martin was called away from the meeting, and the department heads formed a wall of resistance. It appeared that the team's efforts had been a waste of time. Can empowerment work at SportsGear? In 95111 and 95111Z, J. Richard Hackman, Elios Pascual, Mary V. Gelinas, Roger G. James, and W. Alan Randolph offer advice on this fictional case study.

Tidewater Corp. CEO Bob Salinger faces a dilemma: his most valuable employee, boat designer Ken Vaughn, is also his most destructive. Because of his great talent, Vaughn is critical to the company's future growth and profitability. But his antagonism toward Tidewater's recent reorganization is causing disruptions all over the company, and Vaughn has become increasingly violent. If Salinger fires Vaughn, he risks losing him to a competitor, who would than be in position to grab Tidewater's market share. But if he keeps Vaughn, the company's necessary reorganization may be seriously damaged. Salinger is waffling in the decision and has made a tough situation even worse.