Russ Forrester's Empowerment: Rejuvenating a Potent Idea, and what's written in Whetten and Cameron's Developing Management Skills presents what seems to be similar thoughts on the same topic of empowerment, but they have some subtle variance in tone and how they word what is good or bad for empowerment. On top of that, they also have subtle differences in their definition of empowerment.
To begin, they both agree on the use of the word "empowerment" and that it does involve power. Forrester sees empowerment as implying the freedom and ability to make decisions, rather than merely suggesting participation. The bottom line given is that empowerment is about power and its enhancement. Whetten and Cameron provide a definition more towards personal development, stating not only that to empower is to enable, but that it means "to help people develop a sense of self-confidence", and to "overcome feelings of powerlessness or helplessness". So, both considered the power aspect, but one took in more consideration of the individual being empowered.
As for how they discuss the best conditions or methods for empowerment, although they may use different terms, both writings have the same general idea. Among other things, the necessary resources need to be provided to subordinates, and the people themselves need to be supported as well via positive emotions or getting needed assistance with any obstacles. Additionally, both call for stating clear goals and maintaining a sense of what needs to be accomplished.
Where there seems to be more notable differences is in the discussion of what can go wrong in empowerment. The textbook's noted issues are few and seem rather broad, mainly noting the that the individual responsible for delegation may not think their subordinates can handle the work at hand, or may maintain a high need for control over the situation and thus may micromanage the work. Forrester, on the other hand, presents six common issues to contrast his six channels for empowerment, and mainly warns against a one size fits all style, relying too heavily on the idea and not the actual act of empowerment, not getting buy in from the organization or not being well invested in empowerment, and not adjusting the overall work system for the changes made in a smaller part. Overall, the text's chapter makes some broader strokes on the idea of empowerment, mostly on the positive aspects and how to make it happen. Forrester, on the other hand, noted both potential pit falls and means for success in the format of six bullets to both halves of the story, taking a very structured approach to the discussion.
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