>From: collins%b624a@nasp.navy.mil
>Date: Thu, 18 Jan 1996 10:41:35 -0600
>Jane Collins wrote
>Rol, regarding the responsibilities of senior management in the system,
>
>Blaming senior management is rarely constructive.
>If the ship runs
>aground, the Captain is relieved of his command, even if he was asleep in
>his stateroom when it happened. Why? Because he is held accountable for
>everything that happens on the ship; or, in other words, he is totally
>responsible for the system. Should he be blamed?
Having been one of those Commanding Officers asleep while a Junior Officer
has my career in his hand I agree that if that officer did run the ship
aground I should have been relieved.
IMHO the officer was trained under my direction or under the direction of
a commanding officer with the same goals. A formal qualification for the
position was conducted, the officer passed the qualification. One of the
most important aspects of this training is to wake the commanding officer
under certain conditions. One condition is whenever the officer thinks he
(in today's Navy 'or she') could use the advice of the commanding officer.
The best commanding officers allow their officers and enlisted people a
great deal of freedom. Decisions are encouraged based on the individual's
capabilities well as 'rank'. Foe those of you who read or saw the "Hunt
for the Red October" the sonarman 'Jonesey' is a perfect example in which
the capability of a junior enlistedman is recognized for its contribution
to the mission and allowed to influence the business process.
The whole training and qualification system is designed to build self
confidence and mutual confidence. That is, the individual internalizes
both knowledge and certain values. The other individuals in the
organization become confident that the trainee is acting in accordance
with the organization's values and has the knowledge needed to do the job
well.
This organizational behavior, training new people in the values and
knowledge of the organization is, IMHO, an important part of any learning
organization. While bringing new people into an organization may not be
'advancing' the knowledge of the organization, it is bringing new people
into the group as quickly as possible.
--
William J. Hobler, Jr. Bill bhobler@cpcug.org
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Collaborating and learning for mutual growth.
The job is not done until we are all humbled by what
each of us accomplished together.
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