Blog Post

GRAVELY EXPENSIVE YET UNDENIABLY VALUABLE TRAINING LESSONS

James Meadows • Jul 26, 2020

What we learn from the Boeing 737 Max crashes.

It’s All in Your Approach

How your company approaches training communicates worlds about its corporate culture. You usually see one of three scenarios.

  • Some companies don’t worry about training—they just worry.
  • Some companies take training seriously, but not seriously enough—they mainly aim to check the “right” checkboxes as quickly as possible.
  • Some companies make training a nonnegotiable absolute requirement—they become the standard bearers and the purveyors of best practices.
Which of these three approaches your company adopts will determine your company’s success or failure. Success has its own special ramifications on every level of the organization, and so too does failure. This is why it is critical to adopt the right approach.

A Chicken-Or-Egg Question Answered

Does training determine the corporate culture or does the corporate culture determine training? I posit that because corporate culture exists first, therefore it determines the training. The moment a company is formed, even in its earliest stages, the corporate culture by fiat already exists. The company’s founders create the corporate culture intentionally or by default. It will of course continue to evolve and change. Then later, as just one of many functions emanating from that corporate culture, the training arrives.

As a healthy organization evolves, a symbiotic relationship between training and the corporate culture should arise. The corporate culture and the training will continuously feed each other. Training will inform and reinforce the corporate culture and the corporate culture will inform and reinforce training.

For this reason, leaders must give constant attention to the quality of the training and the quality of the corporate culture. Successes in training will enhance the corporate culture and successes in the corporate culture will enhance the training. Breakdowns in training will harm the corporate culture and breakdowns in the corporate culture will harm the training. They both rise or fall in unison. They ride the same curve for good or for bad.

The Momentous Nature of Best Practices

Best practices in training along with best practices in all the other company departments contribute to your company’s daily success. Failure to embrace best practices will eventually lead to routine failures throughout the company. Many of those failures will be minor but some will be major.

Major, as in the case of Lion Air Flight 610 (a Boeing 737 Max) that departed from Jakarta on October 29, 2018. Thirteen minutes after takeoff, it crashed into the Java Sea. All 189 passengers and crew died.

The main factor in the accident seemed to be the MCAS (Maneuvering Characteristics Augmentation System), a recently installed software system that supposedly would interrupt any tendency by the aircraft to raise its nose too high under certain conditions thereby risking a stall. The software would responsively make the real-time adjustments to drive the nose angle down sufficiently to avoid that stall risk. In the case of Lion Air Flight 610, the MCAS seems to have overcorrected.

Less than six months later on March 10, 2019, Ethiopian Airlines Flight 302 (another Boeing 737 Max) departed from Addis Ababa. Tragically, six minutes after takeoff it crashed near the town of Bishoftu, killing all 157 passengers and crew. Again, the key factor was the MCAS apparently overcorrecting.

What Goes Wrong

Boeing is just one example of some very large failures that were driven by deficiencies in training and in the corporate culture. Previously followed best practices were compromised. The priority for thorough training on the MCAS was undermined. Key personnel in key departments and groups did not thoroughly communicate serious concerns. It appears Boeing’s normally healthy corporate culture was disrupted. This disruption interfered with best practices.

With respect to training and the corporate culture, certain dysfunctions can develop. Communication breakdowns can occur. Has the corporate culture changed? Do people still feel free to speak up about problems? Have leaders been less receptive when subordinates push back? These conditions will generate a disconnect between training and the corporate culture, and that ultimately leads to company failures.

These failures do not happen in a vacuum. In the case of the Boeing disasters, Dan Catchpole emphasized the corporate culture connection:

“Scrutiny from journalists, crash investigators, regulators, Congress, and the Department of Justice has exposed profound flaws in Boeing’s corporate culture—shaking its workforce, forcing supplier layoffs, and shattering fliers’ trust.” (“Boeing’s Long Descent” Fortune . February 2020, p. 56).

Communication is the lifeblood of any relationship. When communication’s door is slammed shut, destruction’s door opens wide. In the years leading up to the two crashes, several significant factors were directly and indirectly impairing the formal and informal communications network among key groups such as pilots, training staff, and design engineers. Certain union disputes and company profitability concerns exacerbated matters. The web of factors was far too complex to unpack in detail here. However, the bottom line was communications that had traditionally kept training in sync with key stakeholders was seriously eroding. The results of that erosion caught Boeing by horrible, tragic surprise. Pete Robison and Julie Johnsson highlight some of these crucial oversights:

“Company reassignments placed thousands of miles between designers honing flight-deck concepts in Seattle, trainers working with airline pilots in Miami, and a team in California that provides day-to-day support of airplanes in the field. . . . Three former senior Boeing executives, [privately say] they regret the profit-driven imperatives imposed on the training process and see it as critical to understanding how a company renowned for meticulous engineering missed the mark so badly with the Max.” (James E. Ellis, Ed. “Where the 737 Max Went Off Course” Bloomberg Businessweek . December 23, 2019. p. 15).

What We Learn

While not in any way diminishing the enormous devastation of the two jet crashes and the 346 lives lost, I contend that every day in the workplace at large we have similar “jet crashes” with hundreds of “lives lost.” We lose customers, we lose employee engagement, we lose ethical parity, we lose team cohesiveness, we lose health, we lose growth opportunities, we lose reputation, we lose leadership development, we lose long-term profitability, we lose families, we lose market share, we lose social justice, we lose effectiveness, we lose core values, and the list goes on endlessly. In response, we ought to make certain promises concerning how we approach training. Those promises will have their genesis within these three fundamental concepts and their ensuing questions:

  • A healthy positive corporate culture is the precursor to all personal, professional, and organizational success. What are you doing to build or improve your corporate culture? If not now, then when?
  • Communication is the lifeblood for all personal, professional, and organizational success. What are you doing to build or improve your communication? If not now, then when?
  • Training is absolutely vital to all personal, professional, and organizational success. What are you doing to build or improve your training? If not now, then when?

It’s all in your approach.

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Although anyone can and will criticize higher education, millennials are evidently smart enough to know its value. In spite of the horror stories about student loan debt, academic disasters, and wrong career turns, millennials have boasted one of the highest graduation rates of any generation to date. Generation Z may soon surpass them too as Laura A. Scione, managing editor of eCampus News reports : “ Despite growing questions around the value of college and return on investment in tuition, just 25 percent of Generation Z students say they believe they can have a rewarding career without going to college, compared to 40 percent of millennials. Eighty percent of Generation Z respondents and 74 percent of millennials agree that college either has a fair amount of value, is a good value, or is an excellent value. Only 20 percent of Generation Z students and 26 percent of millennials said college has ‘little value’ or ‘no value at all.’ ” Good for them! The statistics remain on their side—and the side of anyone who pursues higher education. Anthony P. Carnevale is the director of the Georgetown University Center on Education and the Workforce. Based on his research, that trend will only continue (Gillian B. White “Those Savvy Millennials” The Atlantic , May 2015, p. 38): " In 1973, 32% of jobs did not even require a high school diploma, 9% required a bachelor’s degree, and 7% required a master’s degree or higher. It is projected that by 2020, 12% of jobs will not require a high school diploma, 24% will require a bachelor’s degree, and 11% will require a master’s degree or higher. " Derek Newton wrote an article entitled “Please Stop Asking Whether College Is Worth It” in which his opening declaration gets right to the point: “ Colleges and universities are still the best, most direct path to a good career that pays well. ” In addition to those insights, the unemployment figures consistently reveal the enduring value of higher education. The seasonally adjusted July 2019 unemployment rate for persons not having a high school diploma is 5.1% ( Bureau of Labor Statistics ). Having a high school diploma drops that rate to 3.6% and some college or a two-year degree drops it further to 3.2%. Pretty good trending, would you agree? Finally, if we look at people having a four-year degree, a graduate degree, or a doctoral degree, the unemployment rate is a low 2.2%. Higher education’s edge is especially clear when you consider the range of these numbers over the education level. Look at the two ends of the spectrum: less-than-high school (5.1%) versus a four-year degree or higher (2.2%). Consistently, regardless of the measured time, the unemployment rate for a less-than-high-school-educated worker is two to four times larger than for the college-degreed worker. This is why, when people seek my counsel about career planning, higher education remains one of my most significant emphases. Education pays. Degrees still rock. Regardless of how good or bad the economy is, regardless of how many individual academic and career disasters can be cited, and regardless of how loudly the antidegree crowd howls, you are still in a better position having a degree than not having a degree. The good news for the millennials and Generation Z is that they have arrived at the same conclusion and now they will enjoy the benefits.
By James Meadows 05 Aug, 2019
A few months ago, US News reported on the academic admissions scandal, Operation Varsity Blues : " The case—the largest college admission scam ever prosecuted by the Department of Justice—exposes a long-running racketeering scheme dating back to 2011, in which parents paid an admissions consultant a combined $25 million to help students cheat on college entrance exams and to get them into elite colleges and universities as recruited athletes when in reality they were not athletes. ” This was a profoundly disappointing situation that displays the worst of our human failure on many levels. In addition to its magnitude, this particular scam especially grabbed my attention due to its higher-education context. It occurs within the confluence of many deeply significant factors: Mentoring developing young adults. Student life transitions including high school to college, and college to the professional world. Parental ethics and leadership. Student accountability and fairness. Respect for the processes and institutions of higher education. The responsibilities that are intrinsic to power and privilege. Personal character and integrity. Student character and integrity. Parental character and integrity. Professional character and integrity. Societal and academic implications. These are weighty matters that should give us all cause for concern. Specifically, they should remind us of six essential ethical realities: 1—Power and privilege do not equal immunity. Whether in the Spider-Man world (“with great power comes great responsibility”) or in sacred writings (“to whom much is given, much is required”), we understand that large influence travels with commensurate accountability. Just because a parent might hold a position of influence, have a prominent name, or possess significant fiscal assets does not mean the law of the land and academic admissions policies do not apply. Many benefits come with position, name, and assets—immunity from the law and organizational policies should not be among them. 2—Bad outcomes can manifest from an apparent good heart. A pure heart never guarantees a noble outcome. That is because all of us are subject to change and sometimes that change equals corruption. A parent of a one-month-old child might begin with a pure heart that leads to noble outcomes. However, fast forward that same parent 17 years and now vicariously experiencing that child’s college admissions stress. Do we have an outcome guarantee? Of course, it depends on the parent. Many noble outcomes ensue, but many does not equal all. Some parents in their quest to provide the best for their child will succumb to the temptation to step outside proper boundaries. Doing so is seemingly justified by that apparent good heart: “ I’m doing this because I want to give my child the best. ” Although we can all to some extent understand this sentiment, it in no way excuses or justifies the unethical actions and outcomes. If anything, it reinforces how vulnerable we all are. Therein lies the need for a constant ethical scrutiny over ourselves and our communities. 3—Unethical practices to gain entry into an ethical institution fundamentally disqualify the candidate. On the most basic sensible and philosophical level, by definition any ethical institution must deny any candidate entry when that entry attempt was unethically based. Any other action makes a mockery of the ethical institution and its entry process. Our academic institutions are among the tallest pillars of our humanity. The fundamental preservation of their purity must remain a constant commitment by every human being directly or indirectly connected to them. 4—Falsifying your child's profile only immerses that child into a universe that is fundamentally and unfairly built on false pretenses. When we enter into a new universe by virtue of truth and integrity, we do the best service to ourselves and others. To enter into a new universe not arrived at via truth and integrity will degrade and undermine all aspects of that new universe both for ourselves and others. Going into a new universe is something that the student should want to do by being his or her authentic best person. You cannot be your authentic best person without first being that person. In being that person, you then genuinely display that person. Therefore, no one can be that best person without truth and integrity. 5—Secretly shielding your child from the consequences of that child's behavior, aptitudes, and performance vehemently disrespects that child's personhood, and this is an abuse of your parenthood. Parenthood is an extremely personal, overwhelming, grave, complicated, rewarding, painful, amazing, and beautiful role. However, none of those adjectives imply that the parent owns that child. Nothing could be further from the truth. Indeed, the child is “on loan” to the parent for a limited time, during which the parent has a stewardship responsibility. An intrinsic stewardship component of parenthood is releasing that child from your tutelage. That releasing process begins the moment the child is born and slowly continues for nearly two decades (in most cases). Although parents may struggle to varying degrees with the releasing process, each parent generally embraces the releasing process out of a respect for the child’s personhood. Fundamentally, the best action a parent can take is to respect the child’s personhood; the worst action a parent can take is to disrespect the child’s personhood. When you send your child out into the real world, anything that you directly or indirectly do to disrespect that child’s personhood does that child no favors. Rather, it does that child an inexcusable disfavor. 6—The university should be the grooming and proving ground for the professional world. From the student’s first connection to the college, the grooming and proving ground springs into action. If the student takes this opportunity seriously, then the stage is set for an ongoing personal and professional growth experience hosted by that college. It is an extremely significant academic development opportunity while simultaneously presenting somewhat of a preface to the yet-to-come extremely significant professional development opportunity that more fully continues postgraduation. Lifelong patterns embed themselves into how that student executes personal and professional growth. That total process deserves and demands nothing less than a student’s pure authentic personal and professional investment. Polluting any aspect of that process by deceptive practices is reprehensible. CONCLUSION Navigating higher education was never intended to be a walk in the park. Young people and their parents must understand this. However, by embracing these six ethical realities, we will navigate higher education with virtue, class, and character—and those are the inner assets of the soul that no academic credential can provide.
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In an unprecedented breakthrough decision today, over 177,000 crash test dummies were given final approval by federal labor regulators to form the Crash Test Dummies of America labor union (CTDA). The CTDA plans to fight for crash test dummies’ working conditions and fair treatment. According to the CTDA union organizers, Anita Karr, Moe Mentum, and Cole Lijjun, their top priorities are: Limiting the quantity and types of crash tests per week. Strengthening torso, limb, and head replacement parts entitlements. Adopting a more compassionate approach to crash test dummy recycling. Improving the pay scale by replacing Monopoly money with real cash. The PETCTD (People for the Ethical Treatment of Crash Test Dummies) has endorsed the new labor union. PETCTD president Banng M. Hardar commented: “Being a crash test dummy is not an easy job. Most people could not handle the working conditions. We are very gratified that crash test dummies have taken a major step forward to receive the same wages, benefits, and equal treatment under the law that human workers take for granted.” The CTDA is in negotiations with various networks to launch a reality TV series to draw attention to the longstanding difficulties of being a crash test dummy. The title of the pending series is “Crashing Bad.” The CTDA plans additional kickoff events later this year. The union has already created its slogan: “When it comes to workers’ rights, we are not dummies!”
By James Meadows 13 Feb, 2019
Ethical questions are often easy to address. However, sometimes ethical quandaries can be overwhelming. In some situations, no easy answers exist and you are forced to select the best possible option from among several poor options. Regardless of the depth of the ethical quandary, I have found that certain guiding questions can help to elucidate the decision process. While I make no claims at being an expert, I humbly offer these for your consideration. When I face a tough ethical decision, these are the questions that have helped me the most: Will my decision create any ethical dilemmas, and if so, have I arrived at the best option among several less-than-ideal options? Is there any opportunity to renegotiate with involved parties to resolve the ethical difficulties? Is there a creative decision that I have not yet identified that would shed new light on the situation, thereby resolving the ethical dilemma? Is there a way to reframe the problem so that the ethical concerns are satisfied while moving all parties forward? Will my decision enhance my organization’s brand and reputation? Will my decision enhance my brand and reputation? Will my decision allow me to preserve my spiritual or religious convictions? How would I view my decision 20 years from today? How would others view my decision 20 years from today? How would my significant other or my children view my decision 20 years from today? Will my decision allow me to preserve my personal integrity? Will my decision allow me to preserve my professional integrity? Will my decision allow me to preserve my prior commitments to people and organizations? Will my decision respect the rights, privileges, and preferences of the people involved? Will my decision create the highest probability to do the most good for the most people over the long run?
By James Meadows 13 Nov, 2018
[A NOTE TO THE READER: I originally published this article two years ago. Considering the calendar and the circumstances, I am republishing it today with only minor edits.] We are entering a world to which we’ve never been. As we’ve often observed, our world is constantly changing, sometimes for good and sometimes for bad. With the advent of the Internet, new technologies, cultural revisions, and all other active fields of human endeavor, that change is only accelerating. The old adage relentlessly remains true: the only constant is change. Much of the change we have encountered has been immeasurably beneficial for humanity. On average, the human condition today is orders of magnitude improved from previous centuries. The opportunities afforded today in education, science, art, wellness, healthcare, communications, careers, and many other areas too numerous to mention are immensely better than in the past. Of course, with these changes not every consequence has been positive. We have faced some negative consequences too. Lately, one prominent area that comes to mind is politics and people’s reactions to politics. Reflecting on the politics of the 2016 presidential election, Scott Canon and Dave Helling offer this sad summary (“Is It Over Yet? 2016 Campaign Reflects how Quickly, how Much Society Has Changed” The Kansas City Star , November 6, 2016, pp. 1A, 13A): “The 2016 campaign made the quirks of our era more obvious. A variety of forces—online and otherwise—upend our commerce, our culture, our politics. They make our lives less private and more fractious in large part because of how they put grievance on display.” (p. 1A) Historian Richard Rhodes opines: “The world, at every level, is getting more transparent. . . . There are just almost no secrets anywhere.” Regardless of your or my political persuasion, over the past few years all of us have been subjected to one of the most–let’s just say—“interesting” political landscapes of all time. It illustrates some of the consequences and trends of our technology and our humanity. Therefore, it also at a more fundamental level reminds us of how we are both its creators and its victims. With that said, here are three thoughts that might help us all: You Are Always On Stage. Like it or not, the Internet has almost destroyed the concept of personal privacy. Never before have we been able to touch one another from around the globe the way we can today. Tragically, never before have we been able to harm one another from around the globe the way we can today. The positives in relationships are even more positive. The negatives in relationships are even more negative. It behooves us all to live our lives in such a manner that anything and everything we say or do today could potentially be searchable in Google tomorrow. Therefore, let’s think through our words and our behaviors more carefully. Once it is captured in the cyber world, it is there forever. Then again, if we do in fact give such thought to what we say or do, isn’t that genuinely a very good outcome for everyone? Not Everyone Agrees With You. We need to remember the art of respectfully agreeing to disagree. Admittedly, we as people can have intense and passionate convictions. Isn’t that part of what makes the world so interesting? The world would be a pretty boring place if it was you and your 7.7 billion clones. Perhaps we need to learn afresh the art of conversation? Find Your Peace. When the world offers you no sanctuary, find your own sanctuaries. Family, faith, special places, special times, rest, prayer, and reflection are all opportunities to find peace amidst the storms of life. You don’t always have to be at war. The most successful businesspeople not only work hard, but stop to play hard too. We all need those sanctuaries. Mine might be different than yours, but we must all find them. Without them we would go insane. That is not a good outcome. Where will you find your peace? Notice I didn’t get political on you. My objective was something much more important. You can decide whether I achieved it.
By James Meadows 07 Nov, 2018
In the midst of our most delightful digital days we find ourselves facing our most disturbing digital dilemmas. At the very moment we are most concerned about journalism’s integrity, we realize that our digital technology is on the edge of a new era. Just as Photoshop has facilitated the creation of photographic pranks and fallacies, so too, our newest wave of technological development will create the same opportunities with video.
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