procedures?” It might not be the workforce forcing the issue. Using the Pareto Principle, I would

say that 80 percent of the problem in not following procedures is situational and 20 percent is the workforce. Management has control of the situation (resources). Management needs to manage the level of work, clarify roles and job functions, provide support and allocate resources where needed. Confl ict resolution is going to be an ongoing factor that must also be controlled and adjudicated fairly. Providing what is needed is a management function. With that accomplished, the “workforce not following procedures” issue will be minimized, stress will be reduced, engagement will increase and the stage will be set for a leader to emerge.

THE DIRTY DOZEN Stress is one of the Dirty Dozen but if you read between the lines, you will notice that more of the Dirty Dozen are embedded into this article. A precursor to job stress is pressure which can come out of ambiguity from poor job or role clarity derived from confl icting social and cognitive norms technically called cognitive dissonance. Stress can be caused by work overload which can lead to fatigue. Resource inadequacy is also on the list of job stressors. Since we are talking of inadequacy here, any of the six Dirty Dozen that refer to scarcity will fi t: lack of parts, lack of communication, lack of knowledge, lack of teamwork, lack of assertiveness, and lack of awareness. Nine out of the 12 Dirty

Dozen symptoms cause stress. If you want to go with the Baker’s Dirty Dozen which includes professional arrogance, you could say it’s 10 out of 13. Arrogance criticizes others and is about proving oneself. Confi dence commends others and is about improving oneself.

IN SUMMARY Leaders pull while managers push. A supportive management and a strong leadership is a dynamite package that is hard to beat. It’s up to your top managers and leaders to build an atmosphere that promotes engagement and trust. Stress will never be eliminated but it will, for the most part, be controllable. Anyone can duplicate your product and process but they cannot duplicate the organizational culture that produces your product or delivers your service.

Patrick Kinane is an FAA-certifi cated A&P with IA and commercial pilot with instrument rating.

He has over 50 years of experience in aviation maintenance. He is an ASQ senior member with quality auditor and quality systems/organizational excellence manager certifi cations. He is an RABQSA-certifi ed AS9100 and AS9110 aerospace industry experienced auditor and ISO9001 business improvement/quality management systems auditor. He earned a bachelor of science degree in aviation maintenance management, a master’s of science degree in education, and a Ph.D. in organizational psychology.

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