.png)
Here's How it Works
One of the great things about The Great Game of Business® is that it makes the most of our human nature. It's natural to get behind decisions you help make. When we actively and regularly involve our people in the decision-making process that has traditionally been reserved for (upper) management, we ignite something within each individual—the part that needs to matter, the part that needs to win. It excites the creative-thinking process in the minds of our staff when we invite them to problem solve, then give them a stake in the outcome of those solutions. If we want people to grow, we have to let them take risks, and we have to let them fail. When we consistently reward them for their good decisions by letting them share in the profits they helped create, we also ensure that they will want to see the process continue.
“When you appeal to the highest level of thinking, you get the highest level of performance.”
Jack Stack
Founder and CEO of SRC Holdings
The Sum of the Parts
The Great Game of Business also takes advantage of our natural desire to "fit in" and to be a part of something bigger than ourselves. Too often in business, we create an environment in which individuals or departments fail to see how what they do—the part they play—affects the whole, positively or negatively. “When people focus on their narrow specialties, the different departments go to war. They don’t function as the parts of one company. They act more like competing factions,” writes Jack Stack in in his best-seller, The Great Game of Business. When we teach our people how to understand the company's financials and show them how to work as a team to improve those financials, we create an environment in which the outcome is much greater than simply the sum of its parts.
