In the text, Merlin Olson is quoted as recommending the "diagonal slice" as a means of implementing workplace participation - i.e., a decision-making group or task force that cuts across the organization both vertically and horizontally, in which the CEO receives input and advice from multiple views and perspectives (see p. 121 for a more detailed explanation). What benefits and drawbacks have you seen from the use of such an approach?
In most workplaces you have your typical management ladder, from top to bottom there is a chain of reporting and how plans and implementations are made and carried out. Olson’s recommendation of diagonal slicing is a integral part of leadership and should be implemented across the board with an understanding that everyone isn’t subjected to the same environment or has the same understanding that a manager or VP has. Using diagonal slicing as a decision making tool allows the CEO to understand what the employees challenges are, and what this decision will mean for them. When involving all entities you allow each person regardless of position a chance to be apart of the solution, to have a say in the change has a lasting effect on an individual. Using this type of management style does more for a company then what meets the eye. Diagonal slicing has many benefits that has a lasting impact on an organization and allows everyone to feel equally important as the rest.
There are some drawbacks when instituting the Olson’s methodology, when dealing with all levels you must take into account what a staff member maybe subjected to. Typically, outside a managerial role you aren’t worried about flow of operations, staff management or what this type of decision will impact. Sometimes people aren’t subjected to the same environment and only have an understanding of what there process is. There are times where staff members may be