This is a true story about two Boondoggle leaders, Bill and Roger, and what happens when they disregard predictive symptoms that forecast Pete’s reaction to a management proposal. As you read this consultant’s recounting of the events leading up to Pete’s outburst, keep an eye open for the predictive symptoms.

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Print-Co, Inc. operates a plant that produces a variety of printed products.  This plant had just acquired a new high-speed color press, a $1.2 million addition to their product line, in anticipation of a large extended order from the Ohio State Lottery Commission.  The order depended on delivery deadlines, high quality product, and tight internal security.  The start-up timetable for the order demanded that the new press be up and running in time to start full production in six weeks.

A few days after the new press had been physically installed, Bill Stanwick, the plant manager, had a discussion with Roger Foley, his production supervisor.

During the meeting, Bill said, “You know, we talked last week about this new press.  I understand that it’s all anchored and ready to go.  All we have to do is run it through the test process and that should take about six weeks. What do you think about getting someone from one of the other presses in there, someone who is doing some lead work now, to temporarily take on the job of helping supervise and manage the startup during the next 6-week period?”

“Well,” said Roger, “I’ve been thinking about it a lot, obviously, and the person who comes to mind is Pete Donnelly.”

“I’ve heard a lot about Pete,” replied Bill, “He’s been with us almost twenty years and he is responsible for helping us oversee the other six color presses that we have.”

“He has two assistants now,” Roger explained, “and they are so well trained that the whole operation seems to run pretty well whether Pete is there or not.  I don’t think moving Pete over to the new press would be a big issue.  However, I believe that we would have to make sure that Pete has the freedom to go back and work with his two assistants now and then. You know how he likes to ‘keep his hand on the wheel’”.

“Knowing Pete, that’s a good idea,” said Bill, agreeing.  “I’m sure that he can handle the increased responsibility.”

“Are there any other names you can think of that you want to consider, or is Pete your first choice?” asked Roger.

“Well, there are some people with lower seniority who’d like the opportunity, but they just don’t have Pete’s experience,” explained Bill. “We need to get that press started up tomorrow morning, so why don’t you go out and catch up with Pete and see how he feels about it? Then let’s get on with it.”

“I’ll get with Pete before he leaves for home today,” promised Roger.

“Great. Get back with me after you and Pete have a talk.”

Roger left Bill’s office and headed out to find Pete.  He caught up with him while he and his two assistants were operating one of the presses.  Roger spoke to Pete off to one side, but in clear view of everyone on the floor.

Roger asked Pete, “Can I have a minute with you before you go home? I’d like to discuss something.”

“Sure Roger,” said Pete, “How about right now?”

“Well Pete,” began Roger, “As you know we’ve got a brand new color press that’s just been installed.  It’s all wired up, the final phases of commissioning are complete, and we’d really like to start this thing up tomorrow for a test run if possible to see what kind of performance we can get out of it.”

“I know all that,” said Pete, “it’s been the buzz on the floor for weeks now.  But could you give me a little more information about the press itself?  I know that monster has been installed over there, but I don’t know very much about it.  I see it’s all fenced off, with a locked gate and plenty of security. It sure is a big sucker.”

“It’s a new press that is supposed to do just about anything we ask it to do,” explained Roger.  “They promise us that it will really increase our production and efficiency.  It’s very important that we get this ‘lottery job’, and we need that press to do it.  I’ve been talking to Bill, and he and I agree that you are the man to oversee the project.  We would really like you to help us make this thing work and get it started off on the right foot.  How about it?”

“Well, Roger,” Pete paused, “I’ll do what I can to help out the ‘brass.’  I know you guys have a tough life in the office.  I know it’s hard getting all that stuff done.  You don’t know enough about production to manage it yourself, so I’ll be glad to jump in and give you a hand.”

“That’s the kind of attitude I like Pete,” said Roger, “It really is.  We’d like to start this up tomorrow morning, first shift.  Is that OK with you?”

“I guess so, but it’s really short notice.  I’d like to talk to my team about it.  I’ll try to meet with them this afternoon.”

“That would be great. Thanks, Pete”

Immediately following the discussion, Pete told his two assistants that he would be taking on a temporary assignment to get the new faster press up and running.  He told them that while he was “helping out,” he would still be supervising the two of them plus the operators in the new press area. The news quickly spread through the plant and the general belief was that Pete would do a great job.

Within six weeks management had decided that the new press was a real winner.  In fact, they thought they could replace two of the older machines with it and still print more than they ever had before.  In addition to managing the test run of the new press, Pete’s regular work had gone on even more smoothly than Roger had anticipated–almost as smoothly as when Pete had been in charge.  The experience caused Roger to realize that Pete was being underutilized at his regular job. The new press, and the men operating it, would require the kind of experience and know how that only Pete could provide.  Roger met with Bill to discuss this issue and they agreed that Pete should be “transferred.”  Roger recommended, and Bill agreed, that Pete should get a wage increase and recognition for his “great work.”  At 11:00am Roger called Pete into his office to explain the changes they were planning to make.

“Good morning Pete,” began Roger, “How are you doing?”

“Okay” said Pete, “What do ya need?  I’ve got presses running and I need to get back.”

“Sure Pete,” said Roger, “I’m glad that you could take a few minutes to stop in.  We know you have done a great job getting this new press up and running.  The print quality is great and the production looks good.  Tomorrow we’ve got our first real job run.  The Lottery Commission has given us an order to run their next year’s supply of lottery tickets.  What I want you to think about, and I am very serious, is that I’d really like to move you over permanently to running the new press.”

For a minute Pete just stared at Roger; then he said, “You can’t mean that.  I’ve been supervisor over all the color presses in this shop for more than twelve years. You’re not suddenly going to turn my job over to a couple of kids are you?  Hell, they learned everything they know from me. This makes no sense to me at all.  You want me to go from supervising 6 presses to 1 press?”

Somewhat taken aback Roger replied, “The new machine is worth two or maybe even three of the others.  In the next few years we may replace all of the other presses with ones like this.  We need the best man in the shop to manage it, not just anybody.  Your assistants, Lou and Sam, can handle your old work very well.  It’s just wasting your abilities to keep you on a job you can practically do with your eyes closed.  There are still a lot of snags to be worked out on the new press, and you are the guy who can handle them.”

“Well Roger,” said Pete as he headed for the office door, “I’ve got news for you.  I won’t do it!  It looks like a demotion to me, and it will look that way to everybody else.  I’m outta here!”

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THE REST OF THE STORY:

Pete took off and went directly back to his two assistants.  He told them to spread the word that Roger and management had not lived up to their promises.  It was all over the plant within a few minutes.

Roger was stunned and not sure what he should do.  He headed to Bill Stanwick’s office.   In a very angry tone, Roger told Bill that Pete had been “insubordinate and had walked off the job”.

Bill paused and took a deep breath.  Then he leaned forward and in a firm voice said to Roger, “Fix the damn problem NOW, and don’t come back until you do”.

Roger had no response; he just walked out of Bill’s office with a determined look on his face and headed for the area where Pete’s two assistants worked.  Roger intended to order one of the assistants to get over on the job Pete had just left while he figured out what to do next.  As Roger approached the two assistants, they took off for a rest break.

Irritated and nervous, Roger walked to his office, mumbling to himself as he struggled to figure out what to do next. He was almost to his office when he passed Joan Rankin, the HR manager for the plant.  She paused to speak to Roger and said, “I think you have a problem—we ought to talk about it before it gets out of hand”

Roger replied, “That’s an understatement.  I’m really in a jam and could really use your help.”

“Let’s go to my office”

Behind the closed doors of her office, Joan said, “I think you handled the situation very poorly.  Pete thought he would continue supervising the new press and in addition keep his old job.  In his view he is being demoted.  This is very upsetting to him, and he doesn’t know how to explain what happened to his follow workers and especially to his family”

Roger gasped and said, “How did I let this happen?  What should I do now?”

Joan suggested, “Let me talk to Pete. I’ll explain to him that there was a miscommunication between you two.  I’ll tell him he was supposed to be promoted, keeping his old supervisory responsibilities as well as this new assignment. I’ll also mention the raise he is going to receive in recognition of the promotion and for the great work he has done on the new press”.

Roger agreed and Joan talked to Pete. Pete immediately agreed and went back to work on the new press. However, as they were parting Pete said to Joan, “I’ll go back on the job but I won’t work for Roger.  I’ll do it for Bill and you and the rest of the people in the plant.”

In the end, Roger was demoted and replaced by a new production supervisor from one of the other plants in the company.  The new arrangement worked out well and the lottery job became a major part of the company’s business.  Bill got off easy, although he was as much a cause of the problem as Roger was.

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HOW I WOULD HAVE DONE IT:

This time we want you to focus on the events leading up to Pete’s protest:

“I WON’T DO IT!”

The symptoms leading up to Pete’s reaction are quite subtle. Read the story again, and see if you can you identify the subtle advance symptoms that could have forecasted this situation. Follow the steps below, and share with us how you would “Grasp the Situation” in the comment box!

1.  Recognize the Problem:  This means identifying all of the symptoms that occurred before the “trigger” symptom.  By looking for and identifying “predictive” and “causal “symptoms before the event, the problem could have been solved.
2. Collect and synthesize related symptoms that foretold how Pete might react.
3. Formulate a Preliminary hypothesis  and
4. Develop a plan to test your preliminary hypothesis