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Separating Industry Issues From Safety Issues Managing Inter

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Separating Industry Issues From Safety Issues Managing Inter Organisational Collaboration when Implementing a Fatigue Risk Management System (FRMS) – PowerPoint PPT presentation

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Title: Separating Industry Issues From Safety Issues Managing Inter


1
Separating Industry Issues From Safety
Issues Managing InterOrganisational
Collaboration when Implementing a Fatigue Risk
Management System (FRMS)
  • Captain Robert D Holliday FRAeS
  • 2nd September 2011

2
Contents
  • Collaboration
  • Aims
  • Culture
  • Trust
  • Politics and Power
  • Conclusion

3
Collaboration
  • An oil company manager once said of
    collaboration
  • You may have to jump into bed with someone you
    dont like

4
Sleeping with the enemy
5
Safety Perspective
Sleep
Family
Commute
Exercise
Fit to Fly
Lifestyle
Medication
Diet
Health
6
Union Representative Perspective
Pay
Hours
Safety
Holiday
Union member
Lifestyle
Negotiation
Agreements
Suspicion
7
Management Representative Perspective
Productivity
Safety
Compliance
Efficiency
Employee
Operational Integrity
Power
Politics
Industrial Relations
8
Crew Scheduling Perspective
Software
Safety
Bid Satisfaction
Flight Time Limitations
Crewed Aeroplane
Standby cover
Operational continuity
Crew Establishment
Disruption management
9
Collaboration
accountability
common aims
culture
communication and language
democracy and equality
Practitioner-generated themes
power

working processes
trust
commitment and determination
Risk
compromise
resources

Types of themes in collaboration
practice Managing to Collaborate Huxham
Vangen, 2005
10
Crew Scheduling Perspective
Power
Aims
Collaboration
Culture
Trust
Politics
11
Collaboration
(One participants perspective) Explicit Assumed Hidden
Collaboration aims The purpose of the collaboration The purpose of the collaboration by definition these are perception of joint aims and so cannot be hidden
Organisation aims What each organisation hopes to gain for itself via the collaboration What each organisation hopes to gain for itself via the collaboration What each organisation hopes to gain for itself via the collaboration
Individual aims What each individual hopes to gain for him/herself via the collaboration What each individual hopes to gain for him/herself via the collaboration What each individual hopes to gain for him/herself via the collaboration
A framework for understanding aims in
collaboration Managing to Collaborate Huxham
Vangen, 2005
12
Collaborative Thuggery
13
Managing Aims
  • Superordinate Goals
  • Improve Safety
  • Big Society
  • SMART goals
  • Specific, Measurable, Agreed, Realistic, Time
    bound
  • Goal Commitment/Rejection

14
Managing Aims
  • Empathy Box

Positive Outcomes Negative Outcomes
Goal Commitment ? ?
Goal Rejection ?
15
Managing Aims
  • Integrity and Accessibility
  • Beware of Goals Gone Wild
  • Unintended consequences
  • E.g. Ford Pinto
  • Goals Gone Wild (Ordenez et al 2009)

16
Levels of Culture
Artifacts
Visible organisational structures and process
(hard to decipher)
Espoused Beliefs and Values
Strategies, goals, philosophies (espoused
justifications
Unconscious taken-for-granted beliefs,
perceptions, thoughts, and feelings... (ultimate
source of values and action
Underlying Assumptions
Levels of Culture Organizational Collaboration
E.H. Schein, 2011
17
Managing Culture
  • Underlying Assumptions
  • Prescriptive rules have worked till now
  • Crew will use this to work less
  • Management will use this to increase
    productivity
  • Its legal

18
Managing Trust
The trust Building Loop
19
It is unnecessary for a prince to have all the
good qualities I have enumerated, but it is very
necessary to appear to have them
Niccolo Machiavelli, 1532
20
Managing Politics and Power
  • As organisations are manifestly social entities,
    power and politics are ubiquitous elements in
    their make up. Often used synonymously, they are
    also inherently interwoven and as such are
    treated in many ways as inseparable issues.
  • (Di Domenico, 2011)

21
Managing Politics and Power
  • Power Making people do things they otherwise
    wouldnt
  • Buy in is more sustainable
  • Power associated with the purse
  • Power is distributed in various forms

22
Collaboration
EXTREME
EXTREME
Seek enough agreement
INTERMEDIATE POSITIONS
articulate clear, common agreed aims as a first
step
get on with joint task without agreeing aims first
Seek common ground
EXTREME
  • provides direction to guide joint action
  • difficult to reach agreement so action may
    never happen
  • immediate joint action
  • lack of direction

REFORMULATED EXTREME
articulate clear compatible aims
Tensions in managing aims in collaborative
settings Managing to Collaborate Huxham
Vangen, 2005
23
Top Ten tips for Collaborating
(Huxham and Vangen, 2005)
  • 1. See the collaborative advantage
  • 2. Budget more time than you think
  • 3. Remember there will be different agendas round
    the table
  • 4. Set small achievable goals to start with to
    build trust
  • 5. Communicate
  • 6. Remember each member will have different
    constraints that may cause tensions

24
Top Ten tips for Collaborating
(Huxham and Vangen, 2005)
  • 7. Try to establish that members are able to
    participate autonomously
  • 8. Recognise that power is important and that
    each member has power from a different source
  • 9. Sometime you will facilitate and sometimes
    direct
  • 10. Be persistent, apply high energy levels,
    total commitment and nurturing and the
    collaboration will be successful

25
Conclusion
  • Perseverance
  • Energy
  • Commitment
  • Time
  • All required for a successful collaboration

26
Thank You
27
References
  • References
  • Huxham, C., Vangen, S. (2010) Managing to
    collaborate, Oxon, Routledge.
  • Schein, Edgar. The Levels of Culture. Source
    Organisational Culture and Leadership. 2004.
    Jossey-Bass.
  • Di Domenico, M, Vangen, S, Winchester, N, Kumar
    Boojihawon, D and Mordaunt, J (2011)
    ORGANIZATIONAL COLLABORATION Themes and issues.
    Oxon, Routledge,
  • Goal setting A five-step approach to behaviour
    change Gary Latham
  • Goals gone wild The systematic side effects of
    overprescribing goal setting Lisa Ordóñez,
    Maurice Schweitzer, Adam Galinsky and Max
    Bazerman
  • The Prince Niccolò Machiavelli (translated and
    edited by W.K. Marriott)
  • Understanding power in organizations Jeffrey
    Pfeffer
  • The levels of culture Edgar Schein
  • Lukes, S., (2005), PowerA Radical View, B325
    Managing across organisational and cultural
    boundaries (2011), The Open University, Milton
    Keynes
  • Pinney, R., (2008), Building trusted
    relationships, Les50ons, B325 Managing across
    organisational and cultural boundaries (2011),
    The Open University, Milton Keynes
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