Cooperation Breeds Success!

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had recently been slapped with a significant fine of over one-million dollars for allowing the technical data to become outdated.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.