What ís wrong with this picture? AirTouch will not engender employee loyalty, nor will this strategy help to motivate employees. If an employee has a dispute with a manager of the company he or she will be looking for an independent tribunal - i.e. a lawsuit. A manager will not be viewed as sympathetic because the manager works for the company. EDR™ helps to alleviate the chances of a lawsuit because it is binding arbitration, it is independent, and the remedy is quick, so hard feelings don't fester.

The real source of sustainable competitive advantage is the most distinctively human elements of business - culture, leadership, character. Geoffrey Colvin, Fortune Magazine, 11/29/97, page 299. You can no longer manage in the old style. You must optimize people. How do you do that? To begin with... "without very high trust, you will never get maximization of brain potential. So trust is key".

AP news network released for publication an article by Maggie Jackson (see Ventura County Star, Business, 12/30/97) reflecting on the fact that employers rediscovered the importance of their employees in 1997 amid a severe labor crunch and the growing realization that people are a company's best asset...

Indeed, Mr. Colvin is hitting the very heart of EDR. What better way to engender trust among your employees than to essentially say to them: "This is our decision, but if you disagree,then please challenge it because we will all learn from this"? Real business people put their risk where their mouths are. Trust is demonstrated by showing you are willing to take a risk for a cause or an individual.

The great waves of downsizings and re-engineerings that prepared companies for global competition also devastated work forces, shattering trust between companies and their employees... As a result, a free - agent mentality was born. Now employers are trying to repair the damage and foster the kind of loyalty and commitment they once eschewed.

Fortune Magazine (11/29/97 issue, page 291) also suggests that in order to keep your organization moving forward you, in part, must listen very carefully to the sounds of operating performance and that attention must be paid to cultural alignment.

It is noted that monetary rewards aren't enough, and that companies are now being forced in increase work conditions and benefits; some companies are giving employees retreats in reward for completing projects. 

Much of a large organization's culture is derived from written policy. The purpose of such policy is to help in the orderly process of the corporate mission. The problem of course is that the policies can, and are, subject to interpretation and are not applied evenly across organizational divisions. EDR™ helps to minimize interpretation differences and align an organization's culture in a vertical hierarchy by publishing case lawî which can be relied upon by management to ensure an orderly interpretation of policy.

We believe that  increasing wages and benefits is simply not enough - and that, over time, the work force will again become dissatisfied and disgruntled if they think that management is not listening or being responsive. EDR™ seeks to provide this necessary forum, provide organizational guidance, and help retain key employees without disposable benefits or options.