Broadened participation and agility
With the open communication to their employees regarding the status of their company, Ben and Whitney Waxman embraced the challenge of potentially rethinking their entire product line. This willingness to be agile and open is only possible because there was the deep-seated commitment to certain charter-based principles: (1) assigning priority to the welfare of their employees (value) and (2) showing that American-made products can be of high quality and American businesses can compete on an international market (vision). Ben and Whitney had identified the unique competencies residing inside their company Most importantly, Ben and Whitney looked outside their organization for opportunities. This is where Ben and Whitney found their breakthrough (Slade, 2020, p. 95):
“During the week that followed, Ben and Whitney considered making surgical gowns, surgical booties, masks, and more. ‘We were open to anything,’ Whitney says. Then Ben heard from his friend James Morin, COO of Gorham-based Flowfold, a small manufacturer of sporty wallets, bags, and backpacks. Maine Health had just instituted new safety protocols that increased demand for protective equipment. Morin had worked with them to develop a face shield, and the design was approved, but he lacked the staff to fulfill the 10,000-unit order. Could American Roots do it? The Waxmans were determined to try.”
I return to Slade’s (2020, p. 95) narration:
“Following state guidelines, they had the factory deep cleaned and retooled, and they fitted out a huge adjacent room to create “Factory 2,”which would allow for more space between sewing tables. Workers from Portland’s International Alliance of Theatrical Stage Employees \ Local 114 volunteered their time to hang 7,000 square feet of heavy plastic sheeting from the ceilings, to isolate workstations.”
When a broader sense of investment is engaged, we are likely to find, as did the Waxmans, that voluntary support will be offered by members of other organizations in one’s community (such as those enrolled in a local union). A broader harmony of interest is established through engagement of people outside the strict confines of the organization.
At this point, with this assistance provided by members of the local Maine community, American Roots was ready to begin operating once again – with critical support being offered by their own employees. This informed assistance was possible because those working for the Waxmans were sitting at the table and had access to all important information regarding the company’s operations. Privilege (access to information) accompanies inclusion (sitting at the table) in American Roots: “A small group of American Roots employees spent a few days doing time trials to determine how many people would be needed to fulfill the face-shield order.” (Slade, 2020, p. 95).
Almost immediately, results of the harmonious collaboration began to pay off. Orders came in and employees could be rehired because of the agile reconceptualization of American Root’s product line (Slade, 2020, p. 95):
“Almost as soon as they’d sent out their first batch, other orders came flooding in: fire departments, nursing homes, hospitals. Then, a 50,000-unit contract from the New Jersey State Police. By mid-April, American Roots had hired back those it had laid off and added a dozen new positions besides.”
