Introduction
This is my first blog
for MSLD630 and the blog centers around the Youtube video, Board of Directors: A Tale of Power
and Vision,
by Sally Kohn. In less than two minutes (1:41 minutes to be exact) Kohn (2007) illustrates
how outlook and attitude are difference makers when it comes to finding new and
innovate ways to solve problems. The short video also illustrates that good
leadership not only finds a solution to a problem, but convinces the followers
to join in the journey. The proceeding paragraphs describes a personal story of
mine that is a reflection of this video and integrates this week’s theme of pivotal
norms into the blog.
Problem too Tough
to Handle
Upon retiring from the
USAF, I found myself employed as a technical writer for a major airline. The
airline had recently been slapped with a significant fine of over one-million
dollars for allowing the technical data to become outdated. To remedy the situation,
the airline hired me and two others to begin the ugly task of incorporating
over four thousand technical data change requests into the aircraft maintenance
manuals to bring them current.
At the time the three of
us were hired, there were two existing writers to train us. Within a week I had
my first technical data change ready to incorporate into the manual, all I
needed was an engineer’s signature on the electronic document. I asked one of
the trainers which engineer I should send the change to for approval. His
response came across in a very sarcastic tone “Doesn’t matter, you’ll never
hear from them anyway”. He went on to explain, “How do you think we got in this
mess? Engineers don’t want to review much less approve anything. It’s
impossible to get anything done because of them.” Both trainers’ attitudes
represented a very pessimistic outlook and was actually a reflection of what
had become the dysfunctional norm of not expecting engineer cooperation instead
of healthy pivotal norm of expecting engineering cooperation and departmental
collaboration. “Norms essential to accomplishing the organization’s objectives
are called pivotal norms.” (Brown, 2011, p. 11). Certainly collaboration
between departments would be needed to meet the organizational objective of
keeping the maintenance manuals updated. Unfortunately, a strong negative
culture had replaced this healthy norm at some point and the FAA was present to
catch it before something more serious went awry.
Determined to enlighten
the trainers that building a spirit of cooperation takes work, I decided not to
send an email, but instead make a personal visit to the engineer’s desk. My
next question was “So where do I find the engineers?” I was shocked when
they pointed out the door across the hallway. Really. Across the hallway…wow! I
was expecting at least a trip out the building and across the street!
My first visit to meet
with an engineer did not go so well, as he did not have time for me. I set the
project aside and built another project for another engineer. The response was
very similar and I walked away a bit discouraged but still determined. Cracking
through was proving to be tougher than expected and I kept thinking that
eventually I would have a break through.
My story relates to the
video in this way; the future is represented by updated technical manuals and
the present is represented by the current state of the manuals with the uncooperative
writers and engineers represented by the pessimist and pragmatist. The size of
the abyss is represented by the lack of cooperation between the two groups. My
goal was to begin to shrink the abyss by developing a spirit of cooperation and
through experience my intuition told me to develop personal relationships with
the engineers. So far I had been unsuccessful. I knew the key was to show the
engineering group I wasn’t going to ‘make more work for them’ but rather that I
was going make their jobs easier.
They say the third time
is the charm, and indeed in this case of building a spirit of cooperation it certainly
was. On the third attempt I reached out to an engineer called Bob. I approached
him at his desk and asked him if he had a few minutes to spare. Cautiously he
said yes. With a genuine smile and a firm hand shake I said “Terrific, I need
to know how I can make your job easier to keep the manuals updated”. I listened.
Within a week I had the
changes he needed completed and personally delivered them to his desk. During
this week, I worked with Bob to clarify some sticking points and we developed a
good understanding of each other’s backgrounds and we developed trust. Within
24 hours Bob reviewed and approved the change package and I had my first
package ready to publish. The team back at the shop was in disbelief that a
package that size could be written and approved so quickly. Word amongst the
engineers spread and after two more projects the engineers began seeking me out
for help on how to submit change requests and the writers in our group began
establishing personal relationships with the engineers in much the same way I
did. First it was the writers that were new hires like me, and then the writers
who were supposed to be training us.
Summary
My story and the Kohn
(2007) video conclude in very similar ways. The gap between the present and the future in
both my story and the video was closed by having a can do attitude and figuring
out how to bridge the gap. Once the gap was bridged and the vision communicated
and shared, the rest of the team followed. This was a real defining moment for
me and I thought I should have something very personal to remember this by. “Cooperation
Breeds Success” has accompanied every email I have signed.
References:
Brown,
R. D, (2011). An experiential approach to
organization development (Eighth edition.). Upper Saddle River, NJ:
Prentice Hall.
Kohn,
S. (2007). A tale of power & vision
[Video file]. Retrieved from http://www.youtube.com/watch?v=XZVIWZGheXY.
