JUST PLANE CULTURE
to evolve? Evolution shifts the norm and realigns the ideal state with the real state. No matter how miniscule, over time all those miniscule movements are quite large. The dinosaurs might have died off instantly in Earth time but they were around for 65 million years and it took hundreds of thousands of years to evolve to where they are now. Primates can be traced back to 65 million years. The genus Homo Erectus has been around for about 2.5 million years but it has changed. The Neanderthals might have been around for less than a blink of an eye in Earth terms but lasted 300,000 years, whereas Homo Sapien Sapien (modern man) has been on this Earth for less than 100,000 years.
Looking at evolution with a wide scope, it is progression and never regression. We evolve to a higher state. It is a constant state of adjustment of the ideal to the environment and the reality to the ideal.
OUR FACTORY NEW RA1D2-17 in tank auxiliary fuel pump offers several improvements over the original models used in the Dehavilland Twin Otter.
RAPCO has vastly improved the rotor and vane designs by using high density carbon vanes that mate with an anodized internal pump cavity, thus reducing the coefficient of friction and improving overall pump wear life. We also use a nickel-silver commutator to improve motor efficiency and cold weather starts.
LESSONS FROM EVOLUTION Evolution is slow to adapt and slow to change but it shows us two things. First, change occurs for two reasons: we change internally to take advantage of opportunities or we change due to influences from outside pressures. This is an age-old discussion of nature versus nurture. Are we predisposed to our actions or are our actions molded due to our environment? Are criminals born or are they products of their upbringings? Research shows that both are true. This is why you have some people rise out of ter- rible surroundings and become successful, while others who do horrendous crimes came out of good households and were raised in a good environment. Second, in order for change to occur, the organization must be flexible to adopt new ideas and adapt them to your environment. It is an experiment with a dash of science, i.e., root causes analysis. You don’t know what is going to work until you try it but you also don’t just try things willy-nilly without a good probability of success. A good probability means that there is also a probability of failure. Don’t delude your thinking that “a good probability of success” means a sure thing. It also is not a matter of numbers, where the more you try eventually something will work. This only victimizes the workforce but they wise up quickly into the, “here we go again, the program of the month club” mentality and people start taking bets how long this one will last. You make bets on probabilities not inevitabilities, so notice that this is not a bet on success or failure. To them, failure is a sure thing. The probability is the timing. (When will it collapse?) The employees won’t help in success, so why put forth any effort on something destined for failure? They will also not waste their energy working to ensure failure for the same reason. As George S. Patton said, “Take calculated risks. That is quite different from being rash.”
03 2014 32 1-2 Page Twin Otter Fuel pump
ad.indd 1 9/9/13 11:56 AM
DOMmagazine
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64