Wednesday, February 28, 2007

Leadership

“Education is a weapon whose effects depend on who holds it in his hands, and at whom it is aimed.” -- Josef Stalin

I recently updated my personal blog with some tenets from a VMI (Virginia Military Institute) Colonel Glover Johns, by way of Col. David Hackworth's website. Go here for my blog.

These tenets are so important that I feel compelled to post them here, and to share them with my fellow SLI Class 203 members:

Principles of Good Soldiering, by Col. Glover S. Johns, Jr:

1. Strive to do small things well.
2. Be a doer and a self-starter -- aggressiveness and initiative are two most admired qualities in a leader -- but you must also put your feet up and THINK.
3. Strive for self-improvement through constant self-evaluation.
4. Never be satisfied. Ask of any project, How can it be done better?
5. Don't over-inspect or over-supervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat.
6. Keep the troops informed; telling them "what, how, and why" builds their confidence.
7. The harder the training, the more troops will brag.
8. Enthusiasm, fairness, and moral and physical courage - four of the most important aspects of leadership.
9. Showmanship-a vital technique of leadership.
10. The ability to speak and write well-two essential tools of leadership.
11. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities.
12. Have consideration for others.
13. Yelling detracts from your dignity; take men aside to counsel them.
14. Understand and use judgement; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly.
15. Stay ahead of your boss.


May God bless each and every one of you and hold you close and dear.

Mark

Saturday, September 09, 2006

Class 203 Lives On


Today is Saturday, after midnight, and I reflect on Friday, September 8th, the last day of the 8th and final session of Class 203.

As Dennis has stated now and again:
"There shall never be another Class 203."

I am home now. The wind stirs the fir trees and the crickets seem to chirp in unison. A mile or less distant, a Union Pacific locomotive sounds its horn -- long, long, short, long -- on its way up through Dutch Flat towards Alta. I can hear the horn sounding and rebounding off the various canyon walls. I am sitting on the second floor of my cabin typing this post on my HP Pavilion zd8000 laptop through a 53.6 kbps modem because that's all there is.

Somehow I don't feel slighted. I never do. I feel blessed -- on any number of levels.

I shared today with many people. You know most of them or you wouldn't be reading this blog. They are great and wonderful people. Mostly because they are linked with law enforcement.




We try so hard to hold ourselves on level ground with so many other jobs and professions. But I'll be the first to admit it here (as if we didn't already intuit this): there is no other such job. We are not sanitation workers; we are not politicians, doctors or lawyers. Thank God we are not lawyers.

We became as one and coalesced early as I indicated in the first post.

JC, Scott and Steve offered wonderful speechifications.

And then it was done.

As though those 8 months had passed in but a moment.

Plaintive train horns still cry in the night, and it is now almost 1 AM.

__________________________________

Dennis said:

"There will never be another Class 203."

That is absolutely correct.


Saturday, August 12, 2006

Session 7 Has Ended




And a great session it was!

________________


The next session is our last.

________________


We came from all over California; large and small, we were represented. But whatever the colour of our uniform, whatever the shape of our patch, the metal of our shield or our star, we coalesced quickly.

And we became Class 203.



We had an identity and not one that any of us shall soon forget. And that is why I have elected to keep this blog up for awhile -- if for no other reason than a frame of reference for that portal in time.

The "teaching" is over for Val and Dennis. We all hope that, now, the "learning" begins.

Great breakouts in Session 7, and a great movie: Patton.



General George Smith Patton was the quintessential anachronistic warrior -- a man some loved to hate but, when the chips were down, one had but to ask: would you want him in your corner, or working against you?

Clear for me: I'd want him on my side. Simple as that.

WHAT I WILL MISS:

I will miss each and every one of you. I will miss the flights to San Diego. I will miss the Old Town Holiday Inn Express. I will miss our meals and times together in and out of class. I will miss the Old Town Deli sandwiches; you have to admit, they were great sandwiches and they treated us, collectively, with priority and aplomb.



I shall miss the camaraderie, the stories, the friendships grown, the laughs, even the tears that some of us did our best to hide. JC got his son back, some got engaged (me!), some will get married, some went through trials and tribulations at work. We were a unit, a cohesive, cooperative group, and I shall miss that.

FOR NEXT SESSION:

No books. No reviews. Our five-page (minimum) paper regarding the course itself.

Our presentations.

Our speakers.

Bring your Class A uniform; no hat, no belt; no gun.

No polos.

___________________


We are Class 203


There will never be another class like ours.


PLEASE KEEP IN CONTACT.


-- Mark

Monday, July 24, 2006

How The LACK OF DISSENT Contributed To The World's Worst Aviation Disaster


DEMAND DISSENT!

How the lack of dissent helped to kill 583 people in the world’s worst air disaster.

The Tenerife disaster took place at 17:06 local time on March 27, 1977, when two Boeing 747 airliners collided at Los Rodeos Airport on the island of Tenerife, Canary Islands, killing 583 people. The accident resulted in the highest death toll of any accident in aviation history.

Background:

Spain's Canary Islands are situated 250 nautical miles off the Moroccan coast of North Africa.
They have, for many years, been a popular tourist attraction for people wanting the best of weather any time of the year. Ancient Greek and Roman seafarers knew them as the "Fortunates Isles." Tenerife, then and now, is served mainly by the airport in the south of the island, known as Reina Sofia, but years ago the Island was served by the airport up in the north of the island, known as Los Rodeos.
Los Rodeos is still used today, but mainly only for domestic flights around the islands, or for cargo flights. There is still a pall hanging over this airport.
The events leading up to the Tenerife Disaster started on the Island of Las Palmas, which is also part of the Canary Islands.
When It Began:
Sunday March 27, 1977 should have been no different than any other spring day at Las Palmas Airport, with the usual flights operating from all over Europe and the Atlantic. But at 1:15 that afternoon, the passenger terminal was thrown in to chaos and panic after a small bomb planted by a terrorist exploded in a florist's shop in the terminal concourse.
The authorities were warned of this fifteen minutes prior, so although the bomb caused much damage to the building, no one was killed. 8 people, however, were injured, one seriously.
Telephoning the Spanish airport administration afterwards, a spokesman for a militant Canary Islands independence group, speaking from Algeria in north Africa, claimed responsibility for the explosion and hinted that a second bomb was planted somewhere in the airport. On hearing this, the local police had no option but to close the airport and not to take any further chances, pending a thorough search for the second device.
All international incoming flights were then diverted to Tenerife's Los Rodeos Airport, which was less than one hour of flying time away.
The First Plane: KLM Boeing 747-206B PH-BUF Rijn (Rhine River):

Among the flights to be diverted was a charter trip flown by KLM's Boeing 747, PH-BUF.
Operated by KLM as Flight KL4805 on behalf of the Holland International Travel Group, it had departed Amsterdam's Schiphol Airport that morning at 9:31 a.m. local time, carrying 234 passengers escaping the harsh cold winters of Northern Europe for the sunny climates of the Canary Islands. They included 3 babies and 48 children.
Most were Dutch, but there were also two Australians, four Germans, and two Americans on the flight.
In command of 4805 was Captain Jacob Veldhuyzen van Zanten, KLM's chief training Captain for Boeing 747s.
Van Zanten had been flying since 1947, and had been a pilot with KLM since 1951, when as a 24 year old, he commenced duty as a first officer on the company DC-3s. He now had nearly 12,000 hours experience, with more than 1500 hours on the Boeing 747. Most of his time, however, was spent in simulators training other pilots.
After its four-hour trip from Amsterdam, across Belguim, France and Spain, PH-BUF touched down at Los Rodeos Airport at 1340 hrs GMT (1:10 p.m .local time). The fabled Canary Islands failed to live up to its reputation for fine weather, as those on board the KLM 747 were greeted with the sight of low cloud sand light rain, and light fog looming over the airport in the distance.
The apron area, together with a section of the taxiway, was already occupied by diverted aircraft, so on landing, the controller directed the 747 to vacate the runway via the last intersecting taxiway and to park their aircraft on the holding area next to a Norwegian Boeing 737.
Shortly afterwards a DanAir 727 and a Sata DC-8 landed and were both directed to park in the same area.
The Second Plane: Pan American Boeing 747-121 N736PA (Clipper Victor):
At 1:45 pm local time (a little more than a half hour after the arrival of PH-BUF) the Pan American 747 landed and taxied to the same holding area, parking directly behind the KLM 747. N736PA, flight number PA 736 had orginated in Los Angeles, where 364 passengers, most of them of retirement age, had boarded "Clipper Victor" for the first stage of a charter flight to Gran Canaria. Here they would join the Royal Cruise Line's ship "Golden Odyssey" for a twelve day Mediterannean Highlights cruise.
Departing LAX late the previous afternoon, they had flown direct to Kennedy Airport in New York. The aircraft was refueled, 14 additional passengers boarded, and there was a change of crew. After 90 minutes on the ground, the aircraft took off for Las Palmas. On approaching the Canaries six hours later the crew were informed of the temporary closure of the airport and diverted to Tenerife's Los Rodeos airport.
This was unwelcome news to the crew, who had already been on duty for eight hours.
The diversion would just add more hours to the trip, and there were also the passengers to consider - most of them had aleady been on the aircraft for 13 hours as it was. Many were tired and the majority of them were no longer young, so it was taking a greater toll on them. The Pan Am Captain, Victor Grubbs, a 57 year old, 21,000 hour pilot, sensed from the Spanish air traffic controller's instructions that Las Palmas was expecting to reopen before long and, knowing that his aircraft had more than adequate fuel reserves, asked to possibly be put in a holding pattern until it did open. His requests were denied and therefore N736PA had to land and join the rest of the waiting aircraft on the ground at Los Rodeos.
By the time the two aircraft were ready to depart the weather had deteriorated somewhat, due to the fact that there was a good deal of thick fog descending on to the airport.
At first the KLM passengers were not allowed to leave the aircraft, but after about twenty minutes they were all transported to the terminal building by bus. On alighting from the bus, they received cards identifying them as passengers in transit on Flight KL4805. Later, all the passengers boarded KLM 4805 except the H.I.N.T. Company guide, who remained in Tenerife.
The Pan Am passengers stayed on their aircraft the whole time it was on the ground, the doors opened only for them to get some fresh air and to take some photographs of what scenery they could see from the aircraft.
When Las Palmas Airport was opened to traffic once more, the PA1736 crew prepared to proceed to Las Palmas, which was the flight's planned destination.
When they attempted to taxi on the taxiway leading to runway 12, where they had been parked with four other aircraft on account of the congestion caused by the number of flights diverted to Tenerife, they discovered that it was blocked by KLM Boeing 747, Flight 4805, which was located between PA 1736 and the entrance to the active runway. The First Officer and the Flight Engineer left the aircraft and measured the clearance left by the KLM aircraft, reaching the conclusion that it was insufficient to allow PA1736 to pass by, obliging them to wait until the former had started to taxi. Taking this kind of precaution is little known amongst air crews, yet they did it nevertheless.

KLM 4805 called the tower at 16:56 requesting permission to taxi. It was authorized to do so and at 16:58 requested to backtrack on runway 12 for takeoff on runway 30. The tower controller first cleared the KLM flight to taxi to the holding point for runway 30 by taxiing down the main runway and leaving it by the (third) taxiway to its left. KLM 4805 acknowledged receipt of this message from the tower, stating that it was at that moment taxiing on the runway, which it would leave by the first taxiway in order to proceed to the approach end of runway 30.
The tower controller immediately issued an amended clearance, instructing it to continue to taxi to the end of the runway, where it should proceed to backtrack.
The KLM flight confirmed that it had received the message, that it would backtrack, and that it was taxiing down the main runway. The tower signalled its approval, whereupon KLM 4805 immediately asked the tower again if what they had asked it to do was to turn left on taxiway one.
The tower replied in the negative and repeated that it should continue on to the end of the runway and then backtrack.
Finally, at 16:59, KLM 4805 replied, "O.K., sir."
At 17:02, the PA aircraft called the tower to request confirmation that it should taxi down the runway. The tower controller confirmed this, also adding that they should leave the runway by the third taxiway to their left.
At 17:03:00, in reply to the tower controller's query to KLM 4805 as to how many runway exits they had passed, the latter confirmed that at that moment they were passing by taxiway C-4.
The tower controller told KLM 4805, "O.K., at the end of the runway make one eighty and report ready for ATC clearance."

In response to a query from KLM 4805, the tower controller advised both aircraft that the runway centerline lights were out of service. The controller also reiterated to PA1736 that they were to leave the main runway via the third taxiway to their left and that they should report leaving the runway.
THE FIRST CLUE:
As the Pan American aircraft approached its turnoff in the thick fog, the First Officer noticed the landing lights of the KLM aircraft looming through the fog. At first, they appeared stationary, but as several seconds passed, it became obvious that they were shaking.
First Officer Bragg yelled to the Captain "Get off, get off!" at which point full power was applied and the Captain turned the aircraft left towards the grass.
Captain van Zanten on the KLM aircraft desperately tried to rotate and climb out before the Pan Am aircraft, as was evidenced by a 3-foot deep gash in the runway from the aircraft's tail.
The KLM aircraft collided with the Pan Am airplane just after liftoff, and proceeded to climb to approximately 100 feet before losing control and crashing. The Pan Am aircraft immediately burst into flames and broke into several pieces.
There were no eyewitnesses to the collision.
Place of accident:
The accident took place on the runway of Tenerife Airport (Los Rodeos) at latitude 28° 28' 30" N and longitude 16° 19' 50" W. The field elevation is 2,073 feet (632 m).
Injuries and Fatalities to persons aboard KLM4805:
None of the 234 passengers and 14 crew survived the accident.
Damage to KLM Boeing 747 PH-BUF:
The aircraft lifted off briefly before the collision with the Pan Am aircraft, but due to severe damage caused on impact, fell back to the runway 250 yards after impact. The aircraft was totally destroyed by fire.
Injuries and Fatalities to persons aboard PA1736:
Of the 16 crew on board, there were 9 fatalities, 7 survivors + 2 company employees who were sitting in the cockpit jump seats. Of the 317 passengers on board, 61 survived the accident ,but 9 died of their injuries at a later date.
Damage to Pan Am Boeing 747 N736PA:
The aircraft was written off in the accident due to the severe impact caused by the KLM aircraft, and the resulting fire. Between 15 and 20 tons of Kerosene was later recovered from the one remaining wing that survived the fire.
Accident Investigation:
There were many questions regarding the cause of this accident:
1. Why had Captain van Zanten commenced take off with out the ATC clearance to do so?
2. Why had Captain Grubbs been instructed to vacate the runway at taxi way?
3. Which would have taken him back towards the main apron, and not T4 which would have put him on the holding point for runway 30?
4. Why did the KLM crew not grasp the significance of the Pan Am aircraft's report that it had not yet cleared the runway, and would report again to the tower when it did?
CONCLUSIONS:
The final accident report found that KLM master pilot Jacob Van Zanten was solely responsible for the accident.
The fundamental factors in the development of the accident were the facts that van Zanten:
-- Took off without being cleared to do so.
-- Did not heed the air traffic controller's instruction to stand by for take off.
-- Did not abandon take off when he knew the Pan Am aircraft was still taxiing.
BUT THERE WAS MORE, LATER REVEALED:
In 1977, there was absolutely no dissent in any commercial airliner's cockpit -- much less that of a Dutch KLM cockpit given that country's history.
The Pilot was at that time akin to a supreme being; Jacob van Zanten was almost beyond that insofar as he had not only been an instructor for 10 years (though spending much of his duty time during those years in the company's simulators) but he was the entire airline's Master Pilot.
However, his predominant simulator time actually reduced his day-to-day familiarity with standard route flying and its concomitant procedures.
Nevertheless, he clearly had high standing in the KLM organization; his Master Pilot status, his instructor status, and his image being plastered around various KLM advertisements in magazines around the world.
HERE WE GO:
The First Officer was a former DC-8 pilot who had only recently moved to the 747 aircrew and started in the co-pilot's seat.
He was now flying with THE Captain who had recently offered his 747 ratings. This played a role in the cockpit relationship.
Think about it:
Here is your company Master Pilot. He is an instructor. You are flying the aircraft of your dreams. He has not only taken and assumed massive responsibility, he was the one who granted your transferral from the lowly DC-8 to the massive 747. As co-pilot you have 96 hours on the beast but you know your Master Pilot is not only in command, he is the "epitome" of command as per your company advertisements.
Despite that, First Officer Meurs said: "Wait, we don't have an ATC clearance," when van Zanten let the massive KLM 747 roll forward on completion of the pre-takeoff checks.
Meurs knew where the KLM 747 was located. He knew the history of this KLM Master Pilot. He knew the beginning takeoff was clearly against orders and let the throttle-up begin nevertheless.
___________________
Any air disaster consists of not one or two events, but a cascading event chain.
Such it was with the Tenerife disaster, when the pilot completely ignored various warnings and the Co-Pilot DIDN'T INSIST, and the culture was not to demand dissent in the cockpit.
The First Officer knew what was wrong, and when it was wrong. Had he spoken and perhaps become strident and insistent, he might have been heard. Subsequently he was not heard and 600 people died.
___________________
This event was responsible for a new training paradigm within the cockpit whereas lesser officers are given the chance to speak their minds with regard to safety and related events and issues.
And the Captains and Master Officers are required to actually listen.
Which merely reinforces what we in SLI have learned: that we must "demand dissent" and create an atmosphere and culture where this concept is nurtured.

Sunday, July 16, 2006

Session 6 Has Ended

The Coronado bridge from Southwest Flight 2587 on final for San Diego Airport at 1603 hrs., Wednesday, July 12th.

And Session 7 looms ahead. There are but two more sessions left and we have but two more books to read. These books (with accompanying reports as per normal) are:



So, for next session we must:

Prepare our reports for the final books;
Be ready to present our dual-instructor topics on the morning of day 3, session 7;
Hand in our final project outlines and flesh them out in terms of:

  • What: is the Learning Goal?
  • Why: is it important to Leadership?
  • How: do you intend to do it?

We must also be prepared to individually present, on the morning of session 7, an aspect of the standard journal entries.

During this past session, we held one of the best breakout sessions I've yet experienced in SLI, and that was the Podunk PD scenario in which we were broken down into various supervisors and managers, provided with separate memos and directives and then sent to our rooms with the phone numbers of our compatriots so that we could communicate prior to a mandated meeting 30 to 45 minutes later. The group dynamics were stellar and clearly indicate of the problems and issues of Groupthink, the Ride To Abilene and the relationship of dissent in the mix.


We subsequently, following the meeting, were provided with another memo issued by our Captain and had to meet with this Captain in order to discuss its points -- at the same time having to deal with the Captain acting within the parameters of papers written by students delineating the aspects of the worst supervisor or manager they ever encountered.

This was challenging -- and wonderfully insightful as well.

Finally, we chose not only our class motto but its graduation speakers. Our choices were:

-- JC Chalmers from East Palo Alto PD -- whose son just returned to the states after three tours of duty in the Middle East!
-- Steve Lowes from San Bernardino PD -- who is facing his own personal demons perhaps even "created" by SLI and is standing fast and true despite horrendous internal and external forces;
-- Scott McKnight from Newport Beach PD -- who has encountered some off-duty challenges and has persevered and, I should note, is simply an honest, true, forthright officer.

Congratulations to these officers; we know you will uphold the precepts behind SLI and the law enforcement profession, and hold the honor and grace we possess at our graduation ceremonies!

Wednesday, June 28, 2006

Couldn't Pass This Up


Sorry, I spotted this and couldn't pass it up -- the Conservative, right-winger in me. Click on the picture to make it larger. Paste or attach to e-mails to thrill and amaze your friends.

Saturday, June 24, 2006

Peter Drucker Said More Than You Thought

You and I were not the FIRST to encounter Peter Drucker:

My fiance acquried her recent Masters Degree from UCLB by relating various papers to Drucker; here, with her permission, I have reprinted her final paper on Drucker and her thoughts regarding his organiztional theories . . .

Mark

______________________________

OCST 5050:
Critical Analysis of Issues and Problems in Education and the Workplace
Andrea McCarron
December 3, 2005


Leadership

Compare and contrast the essential principals of Peter Drucker’s and Sun Tzu’s leadership theories and describe how these principals can be applied to achieve the following management objectives:
1. How does management create an environment to retain employees?
2. How can management create a positive mindset for older investigators so they are less negative and more engaged?
3. How can management develop strategies to increase staffing levels in both pathology and investigations?


Problem Statement

Like many organizations, the XYZ County Coroner’s Office has difficulty attracting, and retaining good employees, both in Pathology and in Investigation. Pathology relies upon interns who leave anytime and most certainly at semesters’ end. Investigations is no better condition. Currently staffed at 12 investigators- only one-third have 14 or more years of experience, the remainder have between one and five years. There are two pending retirements, and three of the newer investigators are transferring out. Recruiting and retaining good staff is possible and more importantly, necessary to the success and growth of the organization.

The Coroner’s office is not alone in this dilemma.

The Bureau of Labor Statistics projects 56 million jobs will open between 2002-2012 (Hecker, 2004), creating more opportunities for movement among existing staff, and much more competition. More and more organizations, both private and public are trying to recruit from essentially the same pool of applicants: college -educated “knowledge workers” as Peter Drucker, Management guru has labeled them (Drucker, 2001/2005). These are not the assembly line personalities, but bright, talented people whose biggest asset is their training and technical skills, which are as mobile as they are. There is a talent war unfolding, with 8 out of 10 unhappy employees ready to jump ship (Kaye & Jordan-Evans, 2005).

How does management create an environment to retain employees?


A lot of employees who leave their organizations do so for a couple of reasons: they are leaving the manager, not the job. In a 2000 study at the Saratoga Institute, data collected for 20 years and 60,000 exit interviews said this: ”…80% of turnover can be related to unsatisfactory relationships with the boss.” (Kaye & Jordan-Evans, 2005) and that 50% of work satisfaction is directly related to the relationship a worker has with their boss (Saratoga Institute, 1997). In addition, the top three things that were important to employees surveyed in 1946, 1986 and 1996 were “full appreciation of a job well done, feeling of being in on things, and interesting work” (Kaye & Jordan-Evans, 2005). What’s intriguing is that managers who were also surveyed in those years thought that job security and good wages were the top concerns of their workforce. How can this be? Sun Tzu said “As the voice cannot be heard in battle, gongs and drums are used. As troops cannot see each other clearly in battle, flags and banners are used” (Michaelson, 2001, pg. 66).

Translated, that means that effective internal communications is a great key to get messages received and understood. And those internal motivators having nothing to do with money are more important, such as gain sharing, glory sharing, fame sharing, and pats on the back. Sincere pats on the back. Because everyone can tell if it’s fake.

According to Drucker, this loss of interest is expected. Drucker says that most people “…deteriorate, get bored, lose all joy in their work, ‘retire on the job’ and become a burden to themselves and everyone around them” (Drucker, 1999, p. 188). Drucker’s solution is for these ‘knowledge workers’ to develop outside interests, such as directing or serving in a leadership role for a non-profit organization like their house of worship, or a pet interest.

But he does agree that employees, in order to become and stay engaged at work need a sense of ‘community’, and that can happen if management communicates effectively with its employees so they feel like they are “in” on things, feel appreciated for their work and still find their work interesting.

How can management create a positive mindset for older investigators so they are less negative and more engaged?


The Coroner’s office is not alone in dealing with employees that are not engaged.

According to a recent Gallup poll, ½ of the workforce is not engaged, and one in five workers is so negative that they poison the workplace. (Harter, 2001)

Drucker says that because knowledge workers are the new capitalists, that their knowledge is the key resource and a scarce one at that.

This means that knowledge can become obsolete, so continuing education will become not only a big growth area in society, but extremely important to the knowledge worker in order to keep their skills current (Drucker, 2001).

Further, he felt that these older workers are pretty valuable. Human resource managers “…assume the most desirable and least costly employees are young ones” (Drucker, 2001).

The trend in America is to push early retirements in order to make room for “…younger people who are believed to cost less or have more up-to-date skills.” (Drucker, 2001)

Unfortunately, as Drucker points out, after two years the younger employee recruits wage cost is higher than before the older workers were let go.

That means that age is not a determining factor in productivity.

Plus, demographics are changing.

“1/2 of the ‘76 Baby Boomers will be eligible to retire within the next 10 years. Replacements are going to have to come from a smaller generation as experts estimate that the number of workers aged 25-54 will shrink dramatically” (Kaye & Jordan-Evans, 2005).

So—it behooves management to re-engage these older workers. Drucker points out again, that not only do knowledge workers need outside interests to feel a part of something, but that management needs to find a way to form a continuing relationship with these older workers, into their retirement phase. (Drucker, 1999)

Sun Tzu, a great strategist and tactician, taught that there should be a “variation of tactics” on the part of management.

He said “there are some roads that should not be followed, some troops that must not be attacked, some cities which must not be assaulted, some ground which must not be contested, and some commands of the sovereign which must not be obeyed” (Michaelson, 2001).

Sun Tzu also pressed that maximum effort does not always yield victory.

Tactics and strategy are more important than force; generals should “strengthen the defense”.

In today’s language, sometimes that means not maintaining the status quo and thinking outside the box.

For example, in the mid-1900’s General Jack Pershing’s opinion of the arrival of the airplanes meant that now they had a better way to get oats to their horses (Stewart, 1995).

Sun Tzu’s Art of War discusses management’s role to “obey the rules ofleadership” (Michaelson, 2001).

He felt that people (troops) needed to have whatever authority necessary to achieve their objectives—except for specifically forbidden things; that freedom to do their job is important to the troops; that information sharing was a two-way street, and that too much information reporting from the troops slowed their forward progress.

Sun Tzu felt that relationships between people and information systems added stability to an organization, and that long standing relationships promoted mutual trust—so much so that new personnel were to be integrated into these relationship patterns.

He felt that people accept and learn responsibility when they have authority delegated to them, and that this helps them make better decisions in utilizing a company’s available resources to meet the organization’s objectives (Michaelson, 2001).

Managers need to understand that sometimes plans break down and constant regrouping after these breakdowns is not helpful ---the troops need to keep marching on to their objective.

In much simpler terms, General Tzu’s lessons for leading troops are as relevant today as they were in 500 B.C.

Treat people as adults.

Workplace policies and procedures should only be developed to organize work effectively, and not create rules for all employees when just a few stray from the path; minimize the number of rules that direct the behavior of adult people at work—help employees feel like members of the “in” crowd, because everyone wants to have current information at the same time.

Provide all employees the same opportunities for growth and professional development: an organization’s most visible commitment to employees are promotion and training opportunities and lateral and cross-training moves that might develop the next ‘superstar”.

Remember, these are knowledge workers whose stock in trade is knowledge.

Preferential treatment is the biggest killer of morale and greatest fuel for negativity.

“If the leadership considers the popular to be worthy and the unpopular to be unworthy, then those with many partisans get ahead, while those with few partisans fall behind. If so, then crooks will be everywhere, obscuring the worthy; loyal administrators will be terminated for no wrongdoing, while treacherous bureaucrats will assume rank by means of false representation” (Sun Tzu II, 1996).

How can management develop strategies to increase staffing levels in both pathology and investigations?

Both Peter Drucker and Sun Tzu agree on the answer to this dilemma:

If an organization and its management can discipline themselves to following the guidance provided in the answers to the first two questions, then the solution to this is much easier.

Recognize that knowledge workers do not immediately align themselves with the organization so much as with their profession.

Understand that they will all want to be successful in their profession.

Barring the feeling of success that could have been provided by their employer, they will need to seek recognition and validation elsewhere, like non-profit organizations, or their churches, or other places where they have an opportunity to shine and have some small measure of control or influence on their job.

Drucker goes further, to say that organizations need to convert their retirees into long-time “inside-outsiders”.

This way they can preserve their skills and knowledge for the enterprise and yet give them the flexibility and freedom they expect and can afford (Drucker, 2001).

But management can’t expect to bring these retirees (i.e.; retired annuitants) back into the fold if they never felt part of the fold. And all employees are ambassadors of the company.

Organizations can’t expect to recruit new personnel if existing personnel don’t sing the praises of working there.

Believe it or not, while some organizations have a “probationary” period for new employees, ALL organizations are on permanent probation with their employees.

Prospective employees interview existing staff all the time, by phone, internet, or over dinner and drinks.

The best way to bring more staff in is to 1: keep the staff you have, 2: keep the staff you have engaged, and 3: Create the kind of work environment where people want to work.

There are fewer job applicants available for more employers needing capable “knowledge workers”.

That means that no matter how good your advertising is, no matter how many job fairs you sponsor or attend, no matter how many people you can attract to your worksite—the key is creating the kind of place where talented people want to stay.


References:

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