Can You Change an Organization?

Abstract

Chris and Fred discuss if it is possible to change any organization? Which is a topical issue for reliability engineers who feel that no one takes it seriously.

Key Points

Join Chris and Fred as they discuss

Topics include:

• What are the key barriers? Lots. It starts with organizations that have been doing ‘the same thing’ for so long, that people’s ability to do the ‘same things’ is now a valued character trait and is now so embedded in the culture that it is hard to change. And then there is the perception that the challenge is insurmountable (which is a leadership issue). And then there are organizations that worship bureaucracy and process (not critical thinking). Sometimes people stop listening to the key players (and consultants with the same message are taken way more seriously).
• Leadership needs to be invested and supportive. And that means knowing when to get out of the way. In reality, if leadership is not interested, the scope for change is limited. For example, Western militaries have struggled with reliability since World War II. Western militaries have lost virtually every ‘war’ since World War II (Korea, Vietnam, Afghanistan, … ) Western Military Leaders have never been accountable for these losses. The same leaders are not accountable for poor reliability. And so if failure is not a thing, success is not worth pursuing.
• ‘Industrial tourists’ or ‘take a turn leaders’ never result in long-term commitment. Many leaders are ‘fast-tracked’ or part of the chosen few who spend short stints of time leading a vast array of groups within an organization for the purpose of giving them ‘exposure’ or ‘experience’ or make them become ‘well-rounded’ en route to being part of the highest leadership group (generals, admirals, directors, chief ‘X’ officer …). This means the high-performers are pre-selected before they have a chance to perform. And instead of leading the engineering, supply chain, or manufacturing organizations, they are then advised from the bottom up to help them get ‘well-rounded.’ But there is no long-term commitment, nor genuinely inspiring leadership … because they don’t know what they are doing. So the talent leaves, because they can’t get the jobs that the ‘industrial tourists’ get.
• You do need to try. You do need to run at that brick wall. You might be surprised how making cogent arguments for reliability engineering to happen can take you. But if you sustain multiple concussions from hitting that wall … its up to you to find another organization with a less insurmountable brick wall.

Enjoy an episode of Speaking of Reliability. Where you can join friends as they discuss reliability topics. Join us as we discuss topics ranging from design for reliability techniques to field data analysis approaches.

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Show Notes

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