1. Engineers as Employees and Managers-2 Observation on the loss of the Challenger Critical and Uncritical Loyalty Responsible Organizational Disobedience

2. Observation on the loss of the Challenger

3. 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.

4. 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)

5. 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

6. 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.

7. 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.

8. 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!)

9. Critical loyalty vs. Uncritical loyalty

10. 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).

11. 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

12. 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)

13. Organizational Disobedience

14.  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)

15. 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

16. Professional Employee Rights and the case of Ed Turner, P.E.

17. Ed Turner, P.E. and the City of Idaho Falls  An illustration of the practicalities of protecting professional employee rights

18. Ed Turner, P.E. was the City Engineer of Idaho Falls, until a new Public Works Director restructured the department...

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

20. 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...

21. Responsibilities of Engineers as Managers

22.  To employer/client  To subordinates  Managers also have some responsibilities as engineers (to public, to self, to profession,...)

23. 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

24. 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

25. 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;

26. 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;

27. 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.

28. 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.

29. 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.

30. 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.”