Engineers as Employees and Managers-2

Observation on the loss of the ChallengerCritical 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 decision) need continuous review.

Learn to recognize when external pressures or conflicting interests (profits, prestige,…) cause deviations from good engineering practice.

Challenger, cont’d...

Be wary of incrementally increasing risks by normalization of deviance.

Learn to recognize, and be especially 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’ 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

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.

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 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 a tightly coupled and complexly interactive system.

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 the concerns because no data existed to confirm a hazard. (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 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 results 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.

(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

Disobedience 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 harm to the public is serious reports to supervisors are ignored

Professional Employee Rightsand 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 Falls, until a new Public Works Director

restructured the department...

C o nsu lta n ts (P E )

E n g in ee r in g A ssis tan ts(n on e ng ine ers)

E n g in ee r ing O ffice S ta ff(n on e ng ine ers)

C ity E n g in ee r (P E ,LS )

P u b lic W o rks D irec to r(n on e ng in ee r)

The engineering staff reported directly to an “Engineering Administrator”--thus the City Engineer was not in responsible charge of

work done by the staff.

C o nsu lta n ts (P E )

E n g in ee r in g A ssis tan ts(n on e ng in ee r)

E n g in ee r ing O ffice S ta ff(n on e ng in ee r)

C ity E n g in ee r (P E , L S )

E ng ine er ing A dm in istra to r(n on e ng in ee r)

P u b lic W o rks D irec to r(n on e ng in ee r)

Turner refused to seal plans developed by staff not under his supervision...

Subsequent ramifications included... Turner’s 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 Engineers 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--don’t

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

Responsibilities of Engineer Managers--To Employer/Client

People oriented... Manage personnel matters--

prompt and fair rewards and discipline; 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;

Provide 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 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

Manage personnel matters--prompt and fair rewards and discipline; maintain “worker-friendly” work environment (same as manager’s responsibility to the employer!)

Provide frequent positive feedback and encouragement. When negative feedback is needed, offer it in private.

Some other thoughts for engineer 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 encouragement is useful.

Some other thoughts for engineer managers...

Jackall describes the relationship between engineers and managers as fundamentally controversial; it doesn’t 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.”