Engineers as Employees and Managers-2.ppt

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1、Engineers as Employees and Managers-2,Observation on the loss of the Challenger Critical and Uncritical Loyalty Responsible Organizational Disobedience,Observation on the loss of the Challenger,On the loss of the Challenger,Engineering processes (the decision-making process to arrive at the launch d

2、ecision) need continuous review. Learn to recognize when external pressures or conflicting interests (profits, prestige,) cause deviations from good engineering practice.,Challenger, contd.,Be wary of incrementally increasing risks by normalization of deviance. Learn to recognize, and be especially

3、cautious in the operation of, tightly coupled and complexly interactive engineering systems. Learn to differentiate between Primary Engineering Decisions (PED) and Primary Management Decisions (PMD),Normalization of Deviance,1977 tests indicated some joint opening, contrary to joint designers expect

4、ationsa sealing putty “fix” was added, and the anomaly was considered an “acceptable risk” 1981 launch resulted in blow-by through the putty this anomaly was explained as a result of improperly applied putty 1984 and 1985 launches caused more leakage leakage had come to be expected,Normalization of

5、Deviance,If the initial seal designers were asked whether any leakage through the seal was acceptable, they probably would have not accepted any leakage. Every instance of gas blow-by was contrary to the initial seal designers expectations and, yet came to be acceptable, almost expected. A “fix”, no

6、t a redesign, was always the remedy. Deviations from initially expected behavior should always be reexamined very carefully.,Tightly coupled & complexly interactive systems,Processes are said to be tightly coupled when one process can rapidly affect another process. Processes are said to be complexl

7、y interactive when they interact in unanticipated ways. Risk is more difficult to estimate in tightly coupled and complexly interactive processes. The solid booster seals and the shuttle fuel storage/delivery system are an example of a tightly coupled and complexly interactive system.,The effects of

8、 low ambient temperature,The low ambient temperature was a concern during launch review The critical interaction between low temperature and seal behavior was not foreseen (tightly coupled and complexly interactive) Launch was approved in spite of the concerns because no data existed to confirm a ha

9、zard. (No data existed to confirm the safety-review the purpose of the pre-launch engineering process!),Critical loyalty vs. Uncritical loyalty,Critical loyalty,True loyalty (by an employee to an employer) should include “critical” loyalty. Critical loyalty implies that an employee has a right (and

10、responsibility) to (internally) criticize actions by the employer when there is a sincere belief that the action is detrimental to the interests of the employer, or harmful to others (employees or public).,Critical loyalty,Unfortunately, sometimes critical loyalty is interpreted as disloyalty, and r

11、esults in disciplinary action This is not conducive to an environment where future critical loyalty is welcomed,Uncritical loyalty,Uncritical (blind) loyalty is sometimes expected by employers. Uncritical loyalty implies that the employee supports (actively or passively) all actions by the employer.

12、 (see good arguments against uncritical loyalty in Harris, et al. sec. 8.7),Organizational Disobedience,Organizational Disobedience,Disobedience by contrary action A Ford engineer who lobbies (as an individual) in favor of EPA fuel efficiency regulations which Ford opposes on a corporate level Disob

13、edience by nonparticipation Refusing to carry out an assignment because of moral or professional objection Disobedience by protest Joining a public protest against your employer (internal or external),Whistle blowing-a form of disobedience by protest,Some justifications for whistle blowing are the h

14、arm to the public is serious reports to supervisors are ignored,Professional Employee Rights and the case of Ed Turner, P.E.,Ed Turner, P.E. and the City of Idaho Falls,An illustration of the practicalities of protecting professional employee rights,Ed Turner, P.E. was the City Engineer of Idaho Fal

15、ls, until a new Public Works Director restructured the department.,The engineering staff reported directly to an “Engineering Administrator”-thus the City Engineer was not in responsible charge of work done by the staff.,Turner refused to seal plans developed by staff not under his supervision.,Subs

16、equent ramifications included. Turners responsibilities and authority were reduced further His office was moved and his pay was reduced He was advised he would not advance Two lawsuits later, he won some compensation for his legal fees.,Responsibilities of Engineers as Managers,Responsibilities of E

17、ngineers as Managers,To employer/client To subordinates Managers also have some responsibilities as engineers (to public, to self, to profession, .),Responsibilities of Engineer Managers-To Employer/Client,Project oriented. Manage projects, not details-dont micromanage Prioritize projects-keep all p

18、rojects on workable timelines Watch finances-keep accurate records of expenditures in time and money by project Reporting-provide timely reporting to employer or client,Responsibilities of Engineer Managers-To Employer/Client,People oriented. Manage personnel matters-prompt and fair rewards and disc

19、ipline; maintain “worker-friendly” work environment Keep abreast of legal and regulatory constraints,Responsibilities of Engineer Managers-To Subordinates,Provide challenges, delegate responsibilities; but make sure that systems for appropriate design reviews and checks are in place and working; Pro

20、vide growth opportunities-assign projects with regard for the need of young engineers to gain diverse experience, encourage continuing education, facilitate mentoring opportunities, encourage participation in professional organizations;,Responsibilities of Engineer Managers-To Subordinates,Emphasize

21、 importance of professional ethics, set and expect high standards; Get to know subordinates and their families; encourage quality relationships between subordinates and families- be careful not to overload people with too much required overtime;,Responsibilities of Engineer Managers-To Subordinates,

22、Manage personnel matters-prompt and fair rewards and discipline; maintain “worker-friendly” work environment (same as managers responsibility to the employer!) Provide frequent positive feedback and encouragement. When negative feedback is needed, offer it in private.,Some other thoughts for enginee

23、r managers.,Try to hire people who are “smarter than you” (T. J. Hirsch). Keep in mind an overview of the “processes” used in your office to produce engineering products; strive for continuous improvement. When tangible rewards (raises) are not possible, an appreciative word of thanks and encouragem

24、ent is useful.,Some other thoughts for engineer managers.,Jackall describes the relationship between engineers and managers as fundamentally controversial; it doesnt have to be that way. Reward “critical loyalty” to employer. Encourage and facilitate communication about employee concerns. Keep good written records of personnel issues.,Some other thoughts for engineer managers.,Jackall suggests that the successful manager is “the team player, the person who can accept a challenge and get the job done in a way that reflects favorably upon himself and others.”,