This principle means starting from the real problems of the participating enterprises instead of the priorities of outsiders. Change is best stimulated by looking at the immediate action that can be added to what people are already doing. By trying to make improvements geared to the enterprises' capability, action is relatively easily taken. There is always an excuse that implementation of the improvements cannot be done because of the lack of advanced technology or equipment. This excuse is totally untrue. Seeing the workplaces in a positive way, we can find abundant good local examples which have been realized in the limited local resources conditions. These examples are most convincing in accelerating the improvement action for better working conditions and productivity.
This principle means it is necessary to identify praiseworthy achievements and to avoid criticism. It should promote flexible and action-oriented attitude towards immediate improvements. In applying this principle, there are two important directions; (1) focusing on existing achievements (good examples) in local enterprises and (2) aiming at substantial achievements that are locally available while avoiding theoretical disputes.
This principle means it is important to convey to managers the message that solutions to their everyday production-related problems are tied to improvements in working conditions. Products with better quality are produced in better working conditions. Investment and activities for better working conditions can meet management goals. Competitive industries surviving changing customers' demands are only born in a continuous self-improvement case in working conditions. Modern managers are requested to understand the importance of working conditions linked with other management goals. The idea that investment for better working conditions poses additional costs to the industrial management is old-fashioned. Messy workplaces will even hamper the reputation of the enterprises as well as productivity. The consumers will surely choose products from the enterprises with better working conditions.
This principle means learning to make improvements by going through the whole process by group work. There is often a wide gap between knowledge and practice. To fill the gap, WISE training courses adopt the most practical learning-by-doing approaches consisting of clear and practical principles, field visits, checklist exercises, frequent small group discussions, group presentations and the planning and implementation of available solutions.
This principle is essential for encouraging self-reliance and enthusiasm for immediate action. Exchange of improvement experiences between different enterprises is a useful approach to multiplying improvement actions. By discussion with other managers, by knowing local examples and by visits to other small businesses, the ideas from many enterprises will provide broader views and wiser solutions. Manager can exchange not only final outputs of improvements, but also the steps to implement the improvements such as decision-making in the enterprise, negotiation for the budget, skills and materials used, and mobilizing support.
Workers know their working conditions best through their everyday work experiences. Workers' involvement is indispensable for real substantial improvements in the workplaces. To encourage workers' involvement, careful approaches both from the workers and management's viewpoints are necessary.
For more information on WISE, please contact Labor Standards Research Division, Bureau of WorkingConditions, 3/F Department of Labor and Employment Building, Muralla Street,
Intramuros, Manila.
Tel: +63.2.527.3473 or +63.2.527.5808 and Fax: +63.2.527.3478.
For further information, please contact the South-East Asia and the Pacific Multidisciplinary Advisory Team (SEAPAT) at
Tel: + 63.2.815.2354 or + 63.2.819.3614 and Fax: + 63.2.812.6143
E-mail:
seapat@ilo.org
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Created by SF. Approved by WRB. Last updated on 31 August 1999.