In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. That’s when a green young manager, Jack Stack, took over and turned it around. He didn’t know how to “manage” a company, but he did know about the principle of athletic competition and democracy: keeping score, having fun, playing fair, providing choice, and having a voice. With these principles he created his own style of management – open-book management. The key is to let everyone in on financial decisions. At SRC, everyone learns how to read a P&L — even those without a high school education know how much the toilet paper they use cuts into profits. SRC people have a piece of the action and a vote in company matters. Imagine having a vote on your bonus and on what businesses the company should be in. SRC restored the dignity of economic freedom to its people. Stack’s “open-book management” is the key — a system which, as he describes it here, is literally a game, and one so simple anyone can use it.