“Bob Browning has instituted meaningful, results-oriented change for both profit and non-profit organizations. His ideas and methods stick. He facilitated the creation of one of the longest continuing operating Scanlon Plans in the country. He is an experienced executive who works well with all levels to create positive, high involvement cultures.”

Paul Davis
Scanlon Steward and Advocate
Past President, Scanlon Leadership Network

“Having personally worked with Bob on a Scanlon implementation for a company where I was the CFO, I have witnessed his professionalism and integrity. He has a very direct, honest approach with all levels of the organization that makes it easy for him to gain trust and confidence. Our business unit was already very profitable and the Scanlon implementation literally got everyone focused on uniform objectives, with everyone having the opportunity to benefit. It was difficult to picture a project that would yield the impressive results were were able to achieve as a result of our Scanlon implementation.”

Christopher W. McKee
Retired, former President & COO, ITEC Inc.

“The Scanlon Plan is one of the best kept secrets in American business. Every company using it properly has had dramatic, measurable improvement in productivity and profitability. We highly recommend it.”

Chris Hegarty, Author Consultant
Institute of Exceptional Performance

“Bob Browning is a great collaborator with a long history of supporting the Scanlon Leadership Network. He passionately believes that employees can contribute far more to business success than they are allowed, or even encouraged to do. If you are looking for a clear, competitive advantage, his extensive experience and keen insight will prove invaluable.”

Wayne Lindholm, President
Scanlon Leadership Network

“The Scanlon Plan is an innovative management process for total organization development. It consists of a set of assumptions about human motivation and behavior, general principles for the management of organizations based on those assumptions, and specific procedures for implementing these principles.”

Carl Frost, author, Changing Forever

“People need to be needed, want to be productive, need to be responsible, have the right to know, need and want to own the problem. The Scanlon Plan can answer such needs.”

Hugh DePree, author, Business as Unusual,
retired Chairman, Herman Miller

“All too often the Scanlon Plan – like all profit- sharing plans – is thought of only as a device for increasing the motivational forces arising from the economic needs of the members of the organization. As Scanlon emphasized however, the plan requires the development of an interaction influence system in which the ideas for developing better products and processes and for reducing costs and waste can flow readily, be assessed, improved and expeditiously applied. Such an interaction-influence system is appreciatively more characteristic of System 4 than any other management system.”

Rensis Likert, author, The Human Organization

“When Scanlon Plans are no longer news, we shall have licked the great problems of the industrial age, how to tame the machine for liberty and democracy.”

Life Magazine, 1952

“Underlying Joseph Scanlon’s efforts was a deep and fundamental belief in the worth of the human individual, in his capacity for growth and learning, in his ability to contribute significantly “with his head as well as his hands” to the success of the company which employs him. Scanlon, unlike many who make similar professions, really respected human beings.”

George P. Schultz, former United States Secretary of State

“The 20th Century has been a hothouse of management fads… In the meantime one truly big idea has bubbled along since the 1940’s, never receiving the accolades we regularly bestow on more modest insights. And it’s surprising considering this one has all the elements of a blockbuster. Its watchwords read like an abstract of 50 years worth of business hot buttons: Employee Participation, management-labor cooperation, collaborative problem-solving, teamwork, trust, gainsharing, open-book management and servant leadership. But you probably won’t recognize one of the best kept secrets in the management world: The Scanlon Plan.”

Training Magazine, the millennium issue

“Those of us who knew Joe Scanlon realize how important he was in humanizing the workplace and helping create todays workplace of ideas. How sad that so few people even know his name. This book should right that wrong by introducing a new generation to Joe Scanlon’s inspired vision.”

Warren Bennis, author, On Leadership

“Joseph Scanlon was an Irish lad of humble origin who was a prize fighter and a cost accountant; later he went to work in a steel mill, became a local-union president, then research director of the United Steelworkers of America, and finally a lecturer at M.I.T. He was an innovator. I think time will show that he has had a remarkable impact on our society.”

Douglas McGregor, author, The Human Side of Enterprises

“Many company executives spend a great deal of time looking for the next new management concept and very little time making the last one they learned work. Such is the case with popular management concepts including participatory management, quality circles, and others that in some companies, are no longer considered to be “hot enough” to emphasize in training related programs.”

Dr. Ken Blanchard, author, The One Minute Manager

“Although profit sharing and employee stock ownership have long histories— and AT&T, General Foods, Xerox, and Honeywell experimented with employee decision making in the 1960’s and 1970’s labor organizer Joseph Scanlon first recognized the importance of pairing these two conditions in the 1950’s.”

James O’Toole and Edward Lawler, authors, The New American Workplace

“A business that satisfies all partners will be able to attract a greater contribution from all partners. A management team that creates a culture where all the partners are actively looking for ways to serve one another may well discover the most powerful motivational force ever seen in business.”

Robert Doyle, author, Gain Management

“The purpose of the Frost/Scanlon principles is to transform the culture from an “ us versus them” philosophy to one of partnerships committed to delivering results for all stakeholders.”

Randy G. Pennington, author, Results Rule: Build a Culture that Blows the Competition Away

“You must take these values, these philosophies, these Scanlon principles off the shelf and introduce them into day-to-day relationships and weave them into the fabric of the organization….. It’s the only way to build a long-term foundation for survival. If you want a corporation to survive a hundred-plus years, and to be strong, and be capable of renewing itself, you have to have the human element more deeply woven into the way you do business. Otherwise, it’s like sand in the hand, and you’ll never make it through the rough times.”

Robert H. Rosen, author, Leading People: Transforming Business from the Inside Out

“Mid way through my career a company I worked with decided to implement gainsharing. It was such a positive experience seeing the development of the gainsharing teams and helping employees to break free from their commander led mentality….to see machine operators actually spending their spare time figuring out ways to eliminate waste. Incredible sight to see such engagement.”

Geoff Peters—25 year HR Professional
Senior Professional Human Resources (lifetime certification)
masters degree in Human Resources Development