Engineers as Employees and Managers

8/13/2019 Engineers as Employees and Managers

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Engineers as Employees

and Managers-2

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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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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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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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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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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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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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.

Documents

Engineers as Employees and Managers