Does
this happen in your organization?
The vicious circle for leaders is observed in
my organization by attempting to put out hot topics in inspection. Inspection
hot topics are trending problems in inspection that need to be addressed
throughout the organization. Quality management will be notified about a
problem, for example, when addressing a service bulletin then revision needs to
be added. The hot topic comes out by management to state that everyone should
know to put the revision with the service bulletins. The point is proven by
management with a reference to a training document. Inspectors talk about the
referenced training document, the said training document has never been seen
before by any inspector. The confidence level is lowered because of set
standards, training records, that no one is aware of.
What are the effects on the organization?
The
inspection cells in my organization have a hard time trying to decide on what
action needs to be taken with nonstandard problems. Inspection cells then ask
other inspectors what they think they should do in circumstances to share the
blame if it is wrong. The inspection cells are demoralized that they will make
a decision and are going to be wrong, then another hot topic is going to come
out and prove them wrong.
Create
a new circle that would promote strong followership
A set
standard training for all inspections needs to take place of the hot topics.
The training can be decided on by managers and experienced cell leaders. The
circle could look more like inspector informs management of a problem, problem
is confirmed by management, problem is taken to experienced inspection, and the
problem is solved and put into training records. This circle involves more
inspection. Being involved will not demoralize inspectors, it will also be a
reference for the future. Being able to look up a solution instead of being
proven that it was the wrong decision, would be a motivation and a sense of
accomplishment for inspection.
References
Obolensky, Nick. Complex
Adaptive Leadership: Embracing Paradox and Uncertainty. Gower, 2014.
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