dom_7638-44T.qxp_Layout 1 8/16/16 9:17 AM Pa
of smaller operations). “Good technicians and pilots but they have no management experience.” “The people I have to deal with do not understand the regulations or their legal responsibilities.” Closely following this would be, “They have no idea of their criminal or civil liabilities.” Finally, “They are all scofflaws, unwilling to follow the rules.”
WORK PLACE DIFFERENCES
• TSO Authorized, DO-160E Tested • 18 Month/1800 Hour Capacity Check Inspection
7638-44T
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THAT SET UP CONFLICT Some of the conflict starts from not understanding the differences in the work environments and cultures. My experience moving from private sector to military to government and back to private shows that the two areas are distinct. One of the biggest failures I have seen in government is trying to move private sector systems into government service. First of all, the electoral cycles bringing in different philosophies at the top means the public service becomes the stabilizing influence. In companies the longer tenure of senior management normally means a steady course. (There are exceptions to all this.) The role of finances is different.
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The profit margin becomes the goal setter in private operations. If you can manage the maintenance operation under budget and not affect on-time performance or safety, you are a good manager. In government it’s quite different. If an aviation manager has a budget, they are expected to spend it on the area of activity in pursuit of safety. If you cancel inspections just to save money, it’s obvious you are not doing your part to improve safety or meet the inspection plan. If there is an accident, the safety boards will quickly note that you failed to do the planned number of inspections. It would be similar to cancelling a D check to save money, something a DOM would not do. This difference sets up conflicts in expectations.
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The accountability framework is
different as well. Public managers are always expected to consider the public interest. Your panic on Friday for a flight permit is not a public interest matter. It might be an operational one for you or a profit making trip you want to make, but from the regulatory side it does not warrant pulling an inspector from an audit. As soon as there is an incident or accident, the safety boards want all inspections and audits on your company. Not doing the planned number is something for which the public servants are held accountable. Saying I stopped an audit to issue a flight permit does not hold much weight in the court of public opinion. Nearly all inspectors have some
private sector experience, many as managers. They are aware that you need the permit to work and make money. The bottom line is a large part of the DOM’s accountability is not so much the public except for his or her customers. Some items are similar. For example, both inspectors and DOMs are accountable to their superiors in the organization. The operational pressures on DOMs can be transferred into their approach to the regulatory inspectors. Inappropriate language is thrown out as well as threats to go legal or political. The inspectors, on the other hand, need to remain calm, remember the public interests and not be rushed. Sometimes they fail, as do the industry people, and conflicts arise. Government organizations have lots of rules in place outside the main regulatory ones. These are covering the equal treatment of all, detailed financial reporting and such things as freedom of information and privacy. Large corporations can have as much whereas smaller companies tend to have less. Today with so many regulations outside of aviation to deal with, a DOM has as much need to be a good bureaucrat as any government
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