WORKPLACE COLLABORATION All of these options need to be said in a non-
threatening tone of voice. The other person should not feel that you are judging them or want to ‘catch them.’ If you are unsure how to say these (and you can certainly change the words to reflect your speaking style), say them aloud. You will be able to tell if they will insult or irritate another person. One final item to remember is that the other person might not be present in listening to you. Stress, frustration, irritation or worry could be foremost in their thoughts. These distractions divert energy and attention from your message. Your words might be stated very clearly in the moment, yet when the listener’s thoughts are focused elsewhere, he or she might not remember your meaning.
CONCLUSION The words we use have different meanings for each per- son. We can find it difficult to quantify the time involved with these words. Here is the results of my research into the word and the average percentage of time it oc- curs: often (61 percent), always (83.5 percent), some- times (36.6 percent), never (18.1 percent), usually (74.3 percent), most of the time (72.4 percent), occasionally (28.4 percent), seldom (25.6 percent), a lot (79.4 per- cent), almost always (72.3 percent), rarely (21.5 percent), frequently (69.4 percent) and quite often (70.8 percent). How do your definitions compare?
REFERENCES:
Cushing, S. (1994). Fatal words: Communication clashes and aircraft crashes. Chicago: University of Chicago Press.
Gobillot, E. (2011). Leadershift: Reinventing leadership for the age of mass collaboration. London: Kogan Page.
Hensley, B., & Hensley, C. (2011). The pilot: Learning leadership: applying supersonic jet flying principles to business and life. Austin, Tex: Greenleaf Book Group Press.
Dr. Shari Frisinger is president of CornerStone Strategies LLC. Her research centers on being smart about thoughts, emotions and actions. Her human factors, TEM behavioral programs and consulting raise awareness of potentially disruptive or unsafe behaviors. She provides her clients the
tools to ease conflict, enhance safety and elevate service. She is an NBAA PDP provider, a member of NBAA’s Safety Committee, a member of Aviation Psychology Association and an adjunct faculty facilitating leadership courses. She has presented CRM/HF to numerous flight departments and aviation companies. For more information, visit www.
ShariFrisinger.com or call 281.992.4136.
Duncan Aviation pairs its customers with project managers to provide a single point of contact regardless of how many shops touch an aircraft during its stay. Project Manager Tiffany Griffin works with schedulers and maintenance, interior, engine and paint shop team members to ensure that her customers are always aware of what’s happening with their aircraft.
Just as importantly, Tiffany keeps the various shops in the loop on the progress of the work in order to accommodate tight schedules, making small tweaks as needed to ensure promised aircraft out-dates are met.
In July, Tiffany was part of a team that oversaw 13 aircraft scheduled for maintenance, interior and/or paint work at Duncan Aviation’s Battle Creek, Michigan, facility. Every single aircraft delivered on time.
For the rest of the story visit
www.DuncanAviation.aero/experience/tiffany.php.
Who helps ensure Duncan Aviation’s on-target turntimes?
Experience. Unlike any other. +1 402.475.2611 | 800.228.4277 03 2015 41
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