A630.3.3.RB_LarsonKurt, a Day in the Life of the Culture Committee

Is the Culture Committee at Southwest effective in establishing cultural norms?

The culture of an organization is referring specifically to a civilization, society or group and its characteristics that tend to distinguish itself. On page ten of Brown, B.F. Skinner quoted “A culture is not the behavior of the people living in it; it is the “it” in which they live – contingencies of social reinforcement, which generate and sustain behavior.

The term “norms” are an organizations shared ideas regarding what members should do and feel and how the type of behavior should be regulated including the sanctions placed upon those whose behavior does not coincide with the established social expectations (norms).

To his credit the founder of Southwest airlines (SWA,) Herb Keller recognizes that the culture of an organization is the most precious commodity that an organization has and is the glue from which an organization is held together.

That said and from my own personnel experience as a frequent flyer on various airlines. Southwest is my first choice for air travel, the whole concept of SWA is in a relaxed and noninvasive atmosphere that promotes fun in air travel in a day and time where air travel can be exhaustive and downright unpleasant for passengers and crew alike.

Based upon what we have reviewed in the text to date, my own personnel experience as a frequent flyer, and if SWA flight attendants are in a pay status while the aircraft is on the ground is an unknown contractual issue, and that the additional personnel on an aircraft while passengers are attempting to disembark could only lead to the stress of the crew attempting to turn around an aircraft. I do not believe that the culture committee is utilizing their talents in an effective manner. The video is a feel good, looks good advertising campaign with good intentions, but does  little overall to alleviate the day to day grind of today’s air travel for passengers and crew alike.      

From what you can tell, what is the purpose of the culture committee at Southwest?

Based upon the video, the purpose of Hokey Day by the culture committee is to instill a sense of aspire décor by alleviating some work load of the flight attendants while the aircraft is on the ground. SWA is an airline that the flight attendants clean the aircraft after arrival.   

What would you see as a viable mission for a culture committee in your place of work (or your last place of work if you are not currently working)?

Based upon previous experience of Process Improvement Teams (PIT,) and Total Quality Management (TQM,) which empowered the employee to create effective change and improve conditions in the workplace… to a point that was approved by management. The reality of those two, were committees that focused on shifting work away from themselves and on to the backs of others all in the name of progress. And a management culture that was asleep at the wheel when it came time to recognize the damage had already been done, and the unwillingness to take the reins again to provide sound leadership. I tend to look at a culture committee as another extension of the two, possibly a ploy toward a lack of accountability or responsibility by senior leadership and management, and a means to have a scapegoat to protect those who would otherwise be held responsible for a failed policy.

This is not to say that I am not resistant to change, I am someone who invites change. I am hesitant toward jumping in with both feet toward a feel good policy that may be only near term.

The inherent politics of an organization, particularly in government are what ultimately limit the ability to develop and carry out a sound culture committee that is dedicated toward positive change. A viable mission for a culture committee in my organization would be to first and foremost be able to break through the politics that inhibit growth and developmental opportunities. The use of tools of change like information, support and resources that are dedicated for the cause by senior management and that have the ability for restocking as the case may be are imperative toward positive growth. An understanding of the old or current culture and a road map of where we want to be in a yet to be determined timeline, The studying of outside success stories by similar organizations and their learned lessons and to encourage employee involvement with a vision of guidance of principles of change. The ultimate goal of living the culture consistently and not simply when it is convenient would do well to avoid sending mixed messages.        

What can you take away from this exercise to immediately use in your career?

The message to be taken from this exercise and based upon my previously expressed experience with transformational committees or culture committees is to not close the door on something simply because it did not work in the past or other organization. Today more than ever, especially in government there needs to be a renewed sense of commitment to reestablishing ethical values, imposing positive change and determining the priority of organizational goals to better utilize the taxpayers investment in resources that are scarce. I and those who share my vision are the ones who will influence our respective organizations to effect positive change, or reestablish those values and ethics that have been forgotten by others. My aviation motto is to continue increasing my influence in government aviation policy, and to be part of the leading edge of sound policy vs. the trailing edge of unmanageable policy.

Once you have reflected upon these questions, list any other questions or insights that have come to you as a result of this exercise.

Thinking of how cultural and societal norms has evolved or degraded in some instances, where the once broadly accepted and observed customs and courtesies were the law of the land.  It is no longer the case of “when in Rome, do as the Romans do.” A norm in an organization by definition might be acceptable to a particular group or sect of individuals, and disapproved by another all with-in the same work environment. Society as a whole has become intolerable of others customs and courtesies all the while demanding respect and tolerance of theirs. In my estimation there is a rampant plague of hypocritical adults having a temper tantrum, that have lost the ability to show common respect and proper decorum,  in-turn loosing the same through their very actions or inaction's.       

A630.2.4.RB_LarsonKurt, 21st Century Enlightenment

Why do you think the talk is titled 21st Century Enlightenment?

It is an extremely fast moving talk about the return to the core principles like enlightenment, autonomy, universalism and humanism as well as other ideas that appear to have been lost in today’s technological society.

The video is so quick moving that taking notes would only serve to miss the next chapter. The only true method of capturing the message(s) are to review the video several times, attempting to key in on several differing topics at each viewing.

What does Matthew Taylor mean when he says, "to live differently, you have to think differently"?

The term enlightenment in my opinion can tend to be used in a manner denoting deity or transformation to a higher power of being… somewhat snobbish. While I have no particular aversion toward learning and utilizing ones tools acquired through enlightenment to benefit an individual or individuals. I believe what Matthew Taylor is referring to in this instance is, individuals are (or should be) free to make their own choices (including mistakes, which are simply ideas that did not work) and to learn by those mistakes. Much like our own Declaration of Independence, which solidifies our God given rights to Life, Liberty and the Pursuit of happiness. And our Constitution, particularly the Bill of Rights that together frees us from tyranny and overbearing religious and governmental intrusions, that is if one is willing to fight to keep them.

At one point in the video (4:10), Taylor argues that we need "to resist our tendencies to make right or true that which is merely familiar and wrong or false that which is only strange". What is he talking about? Can you think of an example within your company or your life that supports this point?

What Taylor is discussing is the age-old dilemma of resistance to change, or the challenges of change. As discussed in chapter two of the text Experiential Approach to Organization Development, Brown discusses that change is the name of the game in today’s management. This is due to the expansion of technology and a global environment that organizations wishing to not only survive but thrive are destine toward adapting to change and creating methods from which their approaches to change will solidify their place in the free market system. Those that do not are destining toward repeated failure including individuals and organizations that refuse to negotiate and manage a positive transformational development including individual and team effectiveness. The UAW comes to mind as one of those organizations.

As a governmental organization, my agency is charged with responsible use of the taxpayer investment and utilization of tax dollars in a wise and prudent manner. Does that always occur, no, are there ways to better manage resources, yes. Those are the reasons individuals such as myself are brought in as new blood that can review and recommend proactive changes, and to streamline operations and create more efficient methods of accomplishing the mission. Is there resistance and politics that inhibit those changes, certainly. From the eyes of the long timers, it is easier to discredit the messenger and the message than to extent the effort in trimming the waste. The problem is… folks like myself tend to move out of an organization to higher responsibilities while those that are left behind gravitate back to the old ways. At least until the funding is cut on an inefficient mission and the doors are closed.       

Taylor argues that our society should eschew elements of pop culture that degrade people and that we should spend more time looking into what develops empathetic citizens. Would this be possible?

They are not only possible, but currently in practice by factions of society that hold a high moral responsibility toward its fellow man. As the classic example, I am of course referring to the United States Military, where the individual is part of something larger than life itself and an organization whose order of the day is constant respect in an environment of teamwork, excellence and service before self. As discussed in chapter two of the text Experiential Approach to Organization Development, Brown discusses that individual effectiveness in an organization where each member is equipped with a unique set of values, beliefs and motivators that are complimentary, increasing an organizations effectiveness through a culture that can achieve organizational goals all the while satisfying the individual members needs.

The organizational values and beliefs that compliment individuals own values and beliefs are what transcend beyond the invisible boundaries of the organization, into society and serve as positive roll models and examples of the empathetic citizen.   

At the end of the video, Taylor talks about atomizing people from collaborative environments and the destructive effect on their growth. What is the implication of these comments for organizational change efforts?

As much as I have been part of teaming environments during my 24 years of military service, and now 9 in the federal workforce. I find collaboration to be an effective means to bring the brightest minds together to institute workable solutions to unmanageable problems. I have also found collaborative efforts to be a means to integrating various levels of disciplines and experience levels to formulate solutions and recommendations. I have also found collaboration to be at times an ineffective tool that is over-utilized by those who are simply in it for the ride and credit, and none of the sweat, arguments and contentious discussions that can occur during collaboration efforts.

That said, collaboration is truly the only effective method of bring together all stakeholders, industry experts, management and decision makers in todays global market and economy. It is still the individual fortitude, expertise and willingness to get the job accomplished that makes collaboration an effective organizational tool.

As stated in chapter two of the text Experiential Approach to Organization Development, Brown discusses that changing market structures, competitive conditions that are rapidly changing, brings upon organizational change efforts. Organizations in today’s global economy are forced to downsize, reengineer, flatten the overall organizational structure(s) and initiate technologies that are commiserate with global and a highly competitive market.

The organization as a system is somewhat Borg like, as a reference from the series Star Trek. However, the systems approach is not with out merit in it has an in-place internal check and balance system that is designed to accomplish an objective through an established arrangement of elements that share an interrelationship among the individual elements of an open or closed system. The basic ingredients of information, energy, and materials are vital to the overall objectives and are more important than the objectives of the system.

To sum it up… all the parts must be in concert with one another, if anything is lacking or missing, the system will prevail but in the end there may be an unintended consequence. It is during periods of unintended consequences that the individual with the knowledge, experience, and willingness to step out of the norm, and do what is necessary for the organization to succeed is what Taylor talked about atomizing people away from collaborative efforts and the destructive effect on individual growth. In essence, he is concerned that collaborative efforts are raising a society of mindless sheep.        

What can you take away from this exercise to immediately use in your career?

Basically the exercise reaffirms my commitment to the morals that were instilled in me as a child, scout and military service member. I teach these to our daughter and instill them in my place of worship, work and home. I believe in being part of a team and a contributor of a solution to a problem not simply the identifier of one.

I believe we as a nation are plagued with a rather large herd of mindless sheep, which are unwilling to do what is necessary to advance them, often playing the victim card when there was no crime, all in the name of taking the easy way out. The saying “when the going gets tough, the tough get going” is not applied in today society and the word fair should be used sparingly, as anybody who has had to “get going” will attest that there is rarely anything in life that is truly fair.

As a Father, leader and manager, I take away from this exercise is to keep on my present course although not popular at times, it is an effective direction that has never betrayed me or left me stranded. And finally, remembering the immortal words of Jeff Cooper “To ride, shoot straight and speak the truth”. 

A630.1.4.RB_LarsonK

The conflict was the need to accomplish a modification to an existing satellite communication system already installed on an aircraft, although a Design Engineering Representative had not approved the modification. This in itself was not the crux of the problem since our internal engineers had designed and submitted the modification for approval. The true conflict, was when the modification was not approved by the DER due to another unrelated issue, this rendered the aircraft un-airworthy due to an incomplete modification.

        

My role was that of quality and safety, and the responsibility for oversight of a properlyerly modified and legally configured modification capable of being returned to service in a safe and legal manner

 

The other stakeholders were the science and engineering division who created the modification, flight operations responsible for operating the aircraft, The maintenance department responsible for the total airworthiness of all aircraft and the DER responsible for the approval and subsequent routing of all documentation to the FAA.

The result was many stakeholders wiliness to overlook not only our standard safety practices, but also those of our governing body the FAA. Many stakeholders attempted to override my stand fast decision to keep the aircraft in an un-airworthy condition until the modification was either removed in its entirety and the aircraft returned to the original configuration, or wait until the DER submits the approved data.

The room for improvement would and was realized by the other stakeholders that safety policies and procedures are in-place for not only the safety of those in the aircraft but also those around the aircraft.

The true source of the conflict was that other stakeholders were worried about loosing range time for another scientific package due for operational testing and evaluation and, the willingness to overlook policies, procedures and regulations in order to get the aircraft to the testing range.

It was only after I contacted a counterpart at the local FAA and that individual’s agreement with me in my analysis and course of action did the stakeholders realize the seriousness of the current situation.

At no time was the aircraft in jeopardy of operating in an unsafe manner; it would have been operating in a manner counter to policies, procedures and a legal manner.

The other issue discussed after this incident, was that it should not be necessary to involve outside entities to prove a point, or stop a momentum, which could set precedent for future poor decisions, all in the name of timing or expedience.

It was realized that there is a purpose for in-place checks and balances and that attempting to ignore, discount or re-interpret sound and prudent policies, procedures and regulations is counterproductive in time and the safe operation of aircraft.