The Science of Workforce Engagement

Turning "Have to" into "Want to"

By: Lonnie Wilson

Narrated by: Virtual Voice

Length: 9 hrs and 34 mins

Publisher's summary

“The Science of Workforce Engagement” is based on the scientific application of sound theories of human behavior, leadership, and workplace needs. Applying the science will fuel the “engagement system” and its seven subsystems and allow each person to perform to their maximum, thus becoming the best version of themselves at work. The manifestation that the science is being applied is how the organization uses PDCA (Plan, Do, Check, Act), the 4CoE (Four Competencies of Execution), and the Six Questions of Continuous Improvement in all activities.
Although there is a great deal of science involved, very little of it is new. Most of the theory was developed between the ’50s and the ’90s, which makes accepting these principles the limiting factors to “The Science of Workforce Engagement.” The essential skill set needed for all managers is to understand, accept and execute the Seven Skills of Lean Leadership. When this is done, you can create an environment where it is possible everyone to perform thus, become the best version of themselves. Although you will find criticisms of management in this book, you will also see that known and proven countermeasures are suggested, making it clear that the intention is not a criticism but an improvement of management. The managers are the only ones with the position power to make the needed changes. All protestations to the contrary, the state of American management is that they perceive their management systems as “currently adequate.” Consequently, they actively and consistently resist changing them, even in the face of overwhelming disconfirming evidence. They need to apply “The Science of Workforce Engagement” and exhibit “leadership for change” and cease being reactive and subordinate in world manufacturing. Using “The Science of Workforce Engagement” is not a matter of skill; rather, it is a matter of management will. They must recognize that while their prior inaction may have been problematic, their future actions will dictate the path to success – or not. It is all about the management; the rest is just details.