engineers as employees and managers
TRANSCRIPT
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Engineers as Employees
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Observation on the loss of the ChallengerCritical and Uncritical Loyalty
Responsible Organizational Disobedience
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Observation on the loss ofthe Challenger
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On the loss of the
Challenger
Engineering processes (the
decision-making process to arrive at
the launch decision) need
continuous review.
Learn to recognize when external
pressures or conflicting interests
(profits, prestige,) cause
deviations from good engineering
practice.
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Challenger, contd...
Be wary of incrementally increasing
risks by normalization of deviance.
Learn to recognize, and be especially
cautious in the operation of, tightlycoupled andcomplexly interactive
engineering systems.
Learn to differentiate between PrimaryEngineering Decisions (PED) and Primary
Management Decisions (PMD)
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Normalization of Deviance
1977 tests indicated some joint opening,
contrary to joint designers expectations
a 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
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Normalization of 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, not a redesign, was always the remedy.
Deviations from initially expected behavior
should always be reexamined very carefully.
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Tightly coupled & complexly
interactive systems
Processes are said to be tightly coupledwhen
one process can rapidly affect another process.
Processes are said to be complexly 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 atightly coupled and complexly interactive
system.
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The effects of 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 theconcerns because no data existed to
confirm a hazard. (No data existed to
confirm the safety--review the purpose of
the pre-launch engineering process!)
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Critical loyalty vs. Uncriticalloyalty
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Critical loyalty
True loyalty (by an employee to an
employer) should include critical
loyalty.
Critical loyalty implies that an employeehas a right (and 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).
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Critical loyalty
Unfortunately, sometimes critical
loyalty is interpreted as
disloyalty, and results indisciplinary action
This is not conducive to an
environment where future criticalloyalty is welcomed
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Uncritical loyalty
Uncritical (blind) loyalty is
sometimes expected by employers.
Uncritical loyalty implies that theemployee supports (actively or
passively) all actions by the
employer.
(see good arguments against
uncritical loyalty in Harris, et al.
sec. 8.7)
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Organizational Disobedience
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Organizational Disobedience
Disobedience by contrary action A Ford engineer who lobbies (as an
individual) in favor of EPA fuelefficiency regulations which Fordopposes on a corporate level
Disobedience by nonparticipation Refusing to carry out an assignment
because of moral or professionalobjection
Disobedience by protest Joining a public protest against your
employer (internal or external)
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Whistle blowing--a form of
disobedience by protest
Some justifications for whistle
blowing are
the harm to the public is serious reports to supervisors are ignored
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Professional Employee Rightsand the case of Ed Turner, P.E.
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Ed Turner, P.E.
and the City of Idaho Falls
An illustration of the
practicalities of protecting
professional employee rights
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Ed Turner, P.E. was the City Engineer of
Idaho Falls, until a new Public Works
Director restructured the department...
Consultants (PE)
Engineering Assistants
(non engineers)
Engineering Office Staff
(non engineers)
City Engineer (PE,LS)
Public Works Director
(non engineer)
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The engineering staff reported directly to
an Engineering Administrator--thus the
City Engineer was not in responsiblecharge of work done by the staff.
Consultants (PE)
Engineering Assistants
(non engineer)
Engineering Office Staff
(non engineer)
City Engineer (PE, LS)
Engineering Administrator
(non engineer)
Public Works Director
(non engineer)
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Turner refused to seal plans developed
by staff not under his supervision...
Subsequent ramifications included...
Turners responsibilities and authoritywere reduced further
His office was moved and his pay wasreduced
He was advised he would not advance
Two lawsuits later, he won somecompensation for his legal fees...
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Responsibilities ofEngineers as Managers
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Responsibilities of
Engineers as Managers
To employer/client
To subordinates
Managers also have someresponsibilities as engineers (to
public, to self, to profession, ...)
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Responsibilities of Engineer
Managers--To Employer/Client
Project oriented...
Manage projects, not details--dont
micromanage Prioritize projects--keep all projects
on workable timelines
Watch finances--keep accurate
records of expenditures in time and
money by project
Reporting--provide timely reporting
to employer or client
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Responsibilities of Engineer
Managers--To Employer/Client
People oriented...
Manage personnel matters--
prompt and fair rewards anddiscipline; maintain worker-
friendly work environment
Keep abreast of legal andregulatory constraints
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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; Provide growth opportunities--assign
projects with regard for the need of
young engineers to gain diverse
experience, encourage continuingeducation, facilitate mentoring
opportunities, encourage participation
in professional organizations;
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Responsibilities of Engineer
Managers--To Subordinates
Emphasize importance of
professional ethics, set and expect
high standards;
Get to know subordinates and theirfamilies;
encourage quality relationships
between subordinates and families-- be careful not to overload people
with too much required overtime;
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Responsibilities of Engineer
Managers--To Subordinates
Manage personnel matters--prompt
and fair rewards and discipline;
maintain worker-friendly work
environment (same as managersresponsibility to the employer!)
Provide frequent positive feedback
and encouragement. Whennegative feedback is needed, offer
it in private.
S th th ht f
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Some other thoughts for
engineer managers...
Try to hire people who are smarter
than you (T. J. Hirsch).
Keep in mind an overviewof theprocesses 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 encouragement is
useful.
S th th ht f
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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.
S th th ht f
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Some other thoughts for
engineer managers...
Jackall suggests that the
successful manager is the
team player, the person whocan accept a challenge and get
the job done in a way that
reflects favorably upon himselfand others.