An acknowledgment exercise, the session’s last activity, was by far the most challenging exercise of the two days. Both groups were asked to acknowledge three positive qualities or actions of the other group. It took the groups 40 minutes to craft safe, general, yet authentic, acknowledgments.
At the end of this first session, the company SVP ran up to us with a huge grin and thanked us profusely. The MEC officers did the same. Both groups agreed that objectives were exceeded and that they desired to do this again. They also asked for sessions at the seven local hub-bases to start the necessary dialogues between the local managers and union representatives.
Local Flavor and a Little Group Coaching
Prior to the second national session, we visited all seven bases in order to identify the existing conflicts and the obstacles to creating partnership . The relationship between union leadership and Flight Service Managers varied in degree of compatibility and productivity. At two bases, the Flight Service Managers and union leaders engaged in pleasant and productive relationships. At two bases, there were contentious relationships. Three bases had a civil, yet distrusting, relationship.
These sessions provided an opportunity for group coaching and some spontaneous individual coaching. For the most part, the coaching resulted in insights and a shift of opinion about the other group. However, in cases where an individual operated in the victim-perpetrator-rescuer model, there was great resistance. We noted at least nine individuals taking a stand in order to keep their victim status alive. We witnessed seven people digging their heels in to keep their rescuer status alive. We observed three persons working really hard to create perpetrator personas. Since we were there to transform the current working environment into a collaborative one where every person was responsible and accountable for their behaviors, folks that operated from the victim-rescuer-perpetrator model perceived us as perpetrators. The current environment worked well for their chosen role personas and there was no desire to change.
Of the seven bases, six local teams engaged in conversation to move them forward into partnership. They discussed issues of an inter-relational nature and began to learn about each other’s patterns, thought processes, assessments, sense of humor, and quirks. Many assumptions were put to rest. They reflected on the questions asked and revealed themselves to one another. Each of the six teams made commitments for applying specific new actions and practices.
Each person reported gaining something valuable. Union leaders, who originally doubted the company’s sincerity, began to rethink their belief and allow for the possibility of that the company was sincere.
Download Article 1K Club
