Probe the ideas/attitudes of younger staff who will one day be running the company. Use surveys and discussion groups to identify areas for reform.
This lets the top managers know that those at the bottom are thinking – and encourages the top to think about training and their own managerial skills.
Has the side effect of stimulating employee thought.
Example: ‘Now 21′ was part of Toyota’s three-pronged approach at revitalizing its organization.
Source: Katayama, O. (1996). Japanese business into the 21st Century: strategies for success.