Thanks to Lori for sharing this resource that challenges the concept of empowerment. The "ownership" assessment for organizations at the end of this post may be useful. 

EMPOWERMENT vs. OWNERSHIP: THE BIG DIFFERENCE

Ever wonder why empowerment is so difficult to achieve? It might have to do with the concept itself. As it's commonly practiced, and as Webster's interpretation suggests, empowerment is inherently paternalistic. It's about people who are relatively high up in the organization selectively giving things to other people -- information, resources, decision-making authority, control, and so forth. It boils down to a bestowing of power, something that not only fits the old us-and-them model, but also perpetuates it.

This explains why people in "empowered" workplaces can still feel like second-class citizens. They can see through a half-baked form of "empowerment" that is really a controlled, orderly doling out of resources that may or may not have any real value.

For all these reasons, the term ownership seems more descriptive and decisive than empowerment. Ownership embodies the vision of a wide-open information network that reaches everyone, substantial authority and responsibility for all, and an environment where people can make their own decisions on what to do and how to do it.

Ownership brings out the best in an organization when people share a clear purpose, a compelling vision of the future, and meaningful goals. Also essential are respect, dialogue, and an workplace community where people are eager to help each other.

Here's what you can do to strengthen ownership starting now:

- Stop asking for permission, for instructions, for an approving nod from the boss. Create your own ownership by using your judgment and decision-making abilities every chance you get.

- Do what you can to help your colleagues take their own steps toward ownership. When people start dwelling on their woeful lack of empowerment, reframe the focus onto actions they can take. One self-empowering decision or judgment call does more good than a hundred gripe-filled watercooler conversations.

- Think co-creation. When establishing plans, making decisions, establishing goals, developing improvements, pursuing wild breakthroughs, whatever, make a point of involving your colleagues. The collective brainpower will lead to far better outcomes.

- Think openness. Make information widely and easily accessible to people in all areas and positions of the organization. If this seems like too much, too fast, start by sharing data and information about customers.

- Figure out how much time and money are spent approving, checking, giving clearance, and signing off. Keep these hoops only if they're value-added safeguards or statutory requirements. Dump the rest, or risk sending the message that people can't be trusted.

Download the 5-Minute Assessment on ownership