in produ | "Somegde™ Hl coutg HON contro} and pic 1 noma ede cl ead them snow what they Would sce wk WOuld show? By v Ng delivery dates and if pushing Out the Sy psig Ou the dog oa seers y Lum coulda Ten was geting nue hh Sd tens ee opera We out why kien? o eo nye seo GASE .4 paul H. Thompson yey and John P. Kotter RW Inc. was formed in 1957 by the Pots, Inc, ond the Pee Nene ae rf Po «Clon! mes, and inert pats, had provided $500,000 eg fa ond Dean Woolride get stared in 1953," St" Roma History of TRW Inc. and TRW systems Group” Ramo Wooldridge Corporation grew quickly by inking igelfwith the accelerating ICBM program sponsored the Air Force. After winning the contac for the tech sical supervision of the ICBM program, RW gradiall expanded its capabilities to include advance planning for future ballistic weapons systems and space echnob ogy and by providing technical advice t the Ai Force. RAW was considered by some industry specials to bea quasigovernment agency, In fact, some fis com pevorsir Tduntry resented RAs oppor tunities for auditing and examining their operations Because of this close relationship withthe Air Force, RW was prohibited from bidding om hardware contracts. Tis prevented the company fom comps ing for work on mainframes oF on assemblies In 1958 afier the merger with Thompson, TRW decided tat the hardware han was too great abit ard moved five the Systems Group from is Limiting With the Air Force Cig © 15760 ne Pre nd in gf ead ri ore er. Tse pre Jn Sr con nt are Of the A and B cases originally writen te bass for cess Ce cep eb fe (cain es than to ester ose erin one Noe fem edinisretioe station. Reprinil 09 permission sce mt cea, “m* Group (and B Condensed) 449 Petfon Perfomance ashe Be that eg "8. Look at al the dings we sacrifice ren. But what could dor hicks ha could do 64 hision wound othe report being sent by Fox to the She an tt Ot Tor had exceed foattcton ha bth exe about 5 nats. despite the fact that sales had fallen pen no cael bgt Thsensled ie aoa Perso atthe St Laurent plant to attain the been striving. cy and led the budget by a com ny bonuses for which they had The Air Force was reluctant to lose the valued Vices ofthe Systems Group. But it agreed toa solution tha called for the creation by the Air Force ofa non profit ogaization, te Aerospace Corporation Corie alana phnsiogeul oes cranes formerly gen by the Stems Group. TRW agreed 0 reer om is own personnel 2st top technicians ta mat Aerospace, and in 1860, about 20 percent of Spe profesional people went vero RETF The Systems Croup had to undergo a dificult transtion fom serving single customer to a compet the ongnizon. Tie change involved worrying about Imareting and manufactring and dealing wish ies tnt ypes of conta revo, Stems had worked ona cestplusfiefc ba, but nw worked on incen- the contact rewarding performance and specified Asner date while penalizing tures Syuems tried in the new competive arena (ore Exhibit 1), sioning a number of important contac. Exhibit 1 Comparative Profle of RW Sys Group ' Siena ¢ Cores 6 ‘08 cee an a Tena 400 2.100 eesalesre , $01mlon $108 millon TET hoy his par of TRW, ha had several ames rt Makes Dasma Rao Woke Rune Ce) eran Spore Teco Labrie TE woo cy TR Se Gu rer oe ae apes op ate TRW ystems and SMS COD ———450 ‘Case Srupuss Nestled in the sunny southern California region at Redondo Beach, the Systems Group worked in a free and open atmosphere. According to an article in Fortune, Systems’ competitive advantage was its professional personnel: SEL. isheaded ty S8yearold Rube Meter, who holds the tie of president of the sibiiary. A PhD. trom Caltech, heserved wih Hughes Aieraft and wasaconsulan at the Pentagon before coming to Ramo-Wooldridge in 1955, ishere he made his mark directing dhe Thor program to “ompletion in record time. OF his technical ef of 2,100, tore that 88 perent hold advanced degrees and despite their yout they average I year of experince per man in osher word, most of then hive been espa My ‘Srmualy sce The space industry began. They are housed ‘mostly ma group OF Tour Ta, To" Buldings for research, inering, antl development inthe eampuslike Space Genter at Redondo Beach, Some of them are occupied in {he woious as fr research i quantum physic, program ining, and applied mathemates,interdal guidance and Control, ete eters simply iti solitude i thee oicen Sd thin, or mes around wi formulas on the inevitable blackboard. But typically, the materialization ofall this brainpomer is accomplished in one mediumsized man facturing building called FIT (Fabrication, Integration, and Testing), which bas bu 800 employees all tld. FT has ‘high bay area to accommodate its huge chamber for Simulating space environment and other exotie testing csipment! ‘The Aerospace Industry Observers have described the industry in which Systems competed as a large job shop subject to frequent changes*T.C. Miller and. P. Kane, experts on the aer0- space industry, described is follows: Because of rapid changes in technology, i requirements and in competitive practices, product lines in the aerospace industry tend to be transitory. The ‘customer’ needs are finite and diesete... Athough the ferospace industiy 38a whole has grown steadily during the lst decade, the fictations of individual companies underscore the jt defense work [Actospace indisiry planers must be constantly aware of the possiblity of cancellation or prolongation of large programs? ‘The rapid changes and temporary nature of the programs had several effects on companies within the industry Sales and profits tuctasted-with-the-nuinber ye company had; the level of ‘uctuated, which meant hiring hers of employees; and iity in the compa and later laying off large nus ae "Fern Febeuay 190 Kane, "Strategies fr Surv inthe tral Management Rese, Fal 149, cach plant went from full utilization of tes toile capacity. “The fluctuations resulted ina highly mo force that tended to follow the contract oe 4 company that had finshed a contract to one beginning a new contract. But the ents st™™ highly trained and could find other fobs wien," cul Miller and Kane pointed outs i. pote ieee einnertener td Moreaner, 80 percent ofall persons privately empiyed Neral dnctpesouer nase mn ‘EW em ew mney aay det effec by lining the snc of cea Stat mol tes ios ten $10 mien Contecs than one $100 mite at Ter es ey na pect ees gto ee thine order to asin Sean oe ppd plat a nn jenuesnoueibciine’ teoecigematcel umber of dieeccstncin ie compuay gore pan cheep amernyfertiemanes etna dardng up. Asa real, between 168 and 1963 Spare did not have a single major layoff. = Dette reste ot Mili ann complesiy of the producs being produced. Tho ne thontande of pers ima apace che ak? bt panini aaeaiapen isnt Spider scp pa mar hey Gaers. lace the parts aut were vo laters apis bomen Oe emngenes eee rcernetnee sponded it pment tn Sap etepapdenn Toop imcracoeaemen sind some orgetizaonal problems forthe compat seen eaten tare nate ‘of organization called the matrix orgafization Pha i Mong fre © ton TRW Systems’ Organization Exhibit 2 shows an organization chart for TRW in 1963 with the various functional divisions and the offices for program management (the word prt often used interchangeably for progam). These if fent systems interrelated in what was called a mati organization, The relationship between prograt offices and the functional divisions was a complex fone, but can best be explained in simple fasion noting that instead of setting ap, for example, 45% tems engineering group for the Atlas missle aud another separate systems group forthe Titan mise program, al the systems engineers were assigned Tia1 {0M = Assistant Project Manager SPM = Subproject Manager ‘hizationally to the Systems Division. This Srstems each Aion was one of five technical divisions, ‘ded with MTS (Members Technical Staff) working 2 purticular functional area. The various program Sets coordinated the work of all the fnctons Ps working on their particular programs and, in clan, handled all relaionships wth the conteact- {estomes. wll be noted tha the progam oes formally, om the same organizational level as the Ssionalaacn ganizational level 1 engineers in these fumetional divisions were Dal eesponie tome detor ftir son Sapee tight also have a “dotted line” responsibility [eMoxram office. For example, an eee emg Regal be responsi xo his manager Im MMe ' Division even though he might spend al o Functional organization ae (Atlas) tan) cu SPM (tan) Parag his time working for the Adas program office. While working on the program he would report to the Atlas program director through one of his assistants. Functional Organization Each functional division served as a technology center ‘and focused on the disciplines and skills appropriate to its technology: Generally, a number of operations man- agers reported (o the division manager, each of whom wae in charge of a group of laboratories dealing with Mmilar technologies. The laboratory directors who Feported to the operation managers were each respon- ile fora number of functional departments that we Srgmized around technical specialties. The engineers in'these laboratory departments were the people who performed the actual work on program office projects _ eee452 ‘Case Srumues Program Office Organization A program manager maintained overall management responsibility for pulling together the various phases of {particular exstomer project His office was she centzal t location forall prjecta ~Zledule, cost and performance control, system pla hing, system engineering, system integration, and contract and major subcontract management, Assistant project managers were appointed for these activities as ‘warranted by the size ofthe project. +The total project effort was divided into subpro- jects, each project being assigned to a specific func tional organization according to the technical specialty involved, The manager of the functional organization appointed a subproject manager with the concurrence of the project manager: The subproject manager was ‘assigned responsibility for the total subproject activity And was delegated management authoriiy by the fun tional division management and by te sistant project ‘manager to whom he reported operationally for the project. The subproject manager was a fulltime mem- ber of the project organization, but he was not consid- ered a member of the project office: he remained a member” of his Tunetiomalopyanization. He was accountable Tor performance in his functional specialty to the manager of his functional area, usually a labora- tory manager. The functional manager was responsible for the performance evaluation of the subproject man ager. The subproject manager thus represented both the program office and his functional area and was responsible for coordinating the work of his subproject ‘with the engineers within the functional area. Normally each functional area was involved in work on several projects simultaneously. One manager defined the sub- project manager's responsibility this way wnager isa prime mover inthis organiza mn who ‘The subprojects tion, and his job isa tough one. He isthe pes brings the program office's requirements and the lab’ resources together to produce a subsystem. He has vo deal tvth the pressures anid needs of both sides of the matrix ‘and is responsible for bringing a subwystem together. He has to go tothe functional department managers to get engineers to work on his project. but aboutall he can says, Thanks forthe work you've done on my subproject.” But the does have program office money as a source of power, which the functional managers need to fund their opera. tioos. The technical managers are steong people. They are ‘not "yes" mer; they have their own ideas about hove things fought to be done. You do not want thet to be “yes” men either. Otherwise, you've lost the balance you need to make sue that technical performance s not sacrificed for ‘ost and schedule expediencies, whieh are of great impor tance o the program alice, The functional managers are ‘aso interested in long range applications ofthe work they are doing on particular projet. This often puts the subproject manager in areal binds, the gets caught herween comtictng desires. I is expecially dlficule because iis har fr ian wot to idemtiy wits the ron elton tay Persie bard det eee Meg aera done tte wana nee cp hasten and not with eter the progr Nh ica ncn ben ae And the dearest let me aa sod oe Ibe eno womans ae ee ane eae “yt cee ake Js Dye, hy Industrial Relations, what happened when an cco" % top bosses disagreed! on how he should gone He replied st The decdoas of roel vier ou mean may Rube Meter been eg Common boss. But, of Course, you ty to ger ce see nl uaicrsal tn mete cl pce understand why we nced the matrix organization, Thee, some good reasons why we tse a matrix, Berane RED fae poyeeeTeareraen ote Pretipen cary dio~they hes © de r rshend care Se ain do bemedemeeny eta es peccanyneed ceame peopleon de prgcanas Hic peroai the come poole beets eeatdhingt up Toe avis bee Ween ee Ss ccops ited and bring ate pope ste erie cau cage ie pees The abe peat tins asince te otesbcat oad we kncer ie ines angie’ he (neal eae ee Shams conduct Improve the protein ape Moo ercba roponivenes al oboe ene Gp You someting, hae day tae s popes can patogelheraeam agus tom ees We advo pct Seca at ey vole ‘ten akengincer wil werk on evo bce raat aime nde isemphases one more nob He patel ema be me tne, ‘The key nord the mat orgmiaon winks dency Maat mean ulpe nerdepenenic Wee contracting up emperey open or om sclupa pet managerfor he Satu presto front unc hin Then he would eal on pope 3 TS einerng wo getty seen te pros St he might ein people fom le Hews Dina ther hey Gt hee work the pee! would oT (Pavicaon,egraon, and Tein) ere wo mmanulacured Sounats ated baat poles Inand then ening the peer Therein uy gop bereeen author and ep ity and we plan it that way. We give a man more repos bility than he has authority and the only way he can tis jobs clatter ther peop eet thesytem f Rone and adie, bead © 8 ‘with, An example of this i that the project manage! ‘no authority over people working on the projec fo functional areas. He can't decide on their pay, promote for even how much time they'll spend on his pret’ ® rer project. He has to work wih ai —_r ol Me ere a pale ooo thal is ambiguous, That cle t 0K Your problems, - exter talked (0 a number of people in in gt Sem Gro pote mats oul be sundae vero wok with beet ex and sea gin that could work here, ton a c the casey Group nt pod pce Oe saan, crates owt wt te era member ofthe admin al se complains about the systems follows Siro hm wok ne eon Bearer) peace, ene vac ae os ma er oat a cere Fern ges mmc et = The casewriter than asked the question, “Int the tke engineer responsible?” and the reply was: The project engineer is a figurehead—in many eases he Slaton one pet egies proien Seip ata Besides te nat com 6 ‘wing. I's changing all the time, so it's just a bucket of You never know whee pou state 8 ‘hg in a river and each one thinks he’s steering—whes fe te anes we ate pve a> make ts pilsapny werk heir ve Bu we vino eel Let me ge sou an example, Netlet Sve wan neryhing mrt, bate dos fragile let me do it have responsibilty Bute 20100 {em ocean paper or see it ant ma ino some gun empie nd Smiotin al of your paper 8 ke a0 SMitenes yt arto tet egtconsng ven: oe of te aaa Ma the 5 te lack of formal rules and procedures was one ‘rengths of the organization. He commer wed: This, rma procedures. Quite honestly, we operate Prey tech ta ete acne. G84 TRW Stems Group (A and B Condenses) ee er ine a ote arte e pei in also shat. Another manager supported te matt orga with the following comme “The people around here are really committed to the JO%; ‘Thefl gork 24 hours a day when it is NECESEATY: ON tomimes Ws necessary, Twas on a tearm WOrKINg Off project proposal afew months ago and during (6 Ot sek ofthe proposal there were people Working Nese Mound the cack, We had the secretaries come in 0% C1)" ferent ahifis and we just stayed here and worked. F 07 thot Metter makes this matrix organization work: 1% {litical job but people have faith that Metter knows wh petdoing wo they work hard and itcomes out all right volution of Career Development In 1962, TRW Systems Group began a management development program called Career Development. Jim Dunlap, the Director of Industrial Relations, had responsibility for this program along with his ether Guties in Industrial Relations (see Exhibit 3) Early History of Career Development (1957-1965) What are we doing about management development?” Simon Ramo was asked in 1957. Ramo replied: “We don't believe in management development. We hire bright, intelligent people and we don't plan to insult their intelligence by giving them courses in courage.” In 1961, as Syotems was trying to expand its customer base and cope with its new competitive envi- ronment, Rube Meter became President. Mettler inked a consulting firm for advice on how best to make the transition toa competitive firm, “Systems needs men with experience in business management,” the consul tants said. "You will have to hire experienced top level Suiinistrtors from outside the finn, There arent any: here.” Meter agreed with them about needing top-level pat ting mes pric piern be reed Meutler added. Mettler confided in others that He feareal tata manager with experience nt would have to wnlear bbe success at TRW, Meter put Dunlap in charge of a iment progiea, st TH. Metder mae eee Dunlap that he wanted a askeoriented, dynamic deat pment progeam t0 {it the. 3 Systems Group ‘Tat of bad habits before he nted, dynamic devel. pecial needs of the454 (Case Sruptes Exhibit 3 Industrial Relations Personnel hn ua i ms Director Director L ‘Shel Davis Associate Drector Assistantto Drecor Dunlap felt he needed assistance to implement the kind of program Mettler wanted. “The one thing I did was to entice Shel Davis to come into Industrial Relations,” commented Dunlap. “He impressed me as a restless, dynamic, creative sort of guy.” Davis had worked ina line position in one of TRW’s other divisions. With the help of an outside consultant, Dunlap and Davis began to design a development program. Early in 1962, forty top managers were interviewed about what they felt was needed, One manager charac terized the feelings of the entire group: "We need skills in management. Every time a new project starts around here, i takes half of the project schedule just bringing people on board. If we could have a quicker start-up, ‘we'd finish these projects on time.” Dunlap, Davis, and the consultant went to work on plan tofit these specific needs. Dunlap setup a two-day Personnel Manager Staff Organizations personel Manager Baltic Mie Progam Nanagement Personne! Adminsrator gystame Reserves and ‘Analysis Dison | Personal Administrator Product Assurance Persone! Administrator cries Division Personnel Manager Mechanics Dision offsite meeting to discuss their plans and recommends. tions with some of the top managers. At the mecting, Dunlap and Davis talked about two, relatively new, applied behavioral science techniques (called team development and T-groups) as ways of mecting the needs of managers. Dave Patterson was there and ws impressed by this approach. Patterson had recent been appointed head of a new project and asked for thir assistance: "T have a new team and I'm ready to hold team-building meeting next week. Can you arrange it” Team development (or tearm bldg) refers woadeepnes proces designed i inprove the performance and leone People who work wether Laboruory Tops (raining "0 * $e expen srg the mates fg unstructured groupe, participant tempt ones Be ‘eon to theirown ad cs’ bear ae Finder group interaction sn electneness,hel Davis, along with Consultan, Case 4 y development Session for past Hel an ogg a Pater cet rp the hips with manufac el sant became well TH scr OE Petter asked Patterson wha etsHOut the can Big Hee 8 Wels oy bucks.” Patterson replied, th on 2 aiotate in 1962 Davis and Dunlay x7 on possible approaches i tit to the top 70 people, Ny Pied that TRW should imp, lost Of the my af communications and interpeyy Sgerent hil, and technical site pe secomersation he and Dunlap had ig get ind of program did and did agreement wi ppaartat the top of the organization re foutom. During these discussions, they deg tnining effort Career Development rather tional development or management dev, Metler didn't want to give the impres going to concentrate on administrative elect technical training. * than atthe ied 0 cal the han organize lopment becaise on that they were Itaining and Shorly after the white paper came out, Shel Davis afJim Dunlap began to invite people to T groups run ty professionals outside of TRW. About 12 people took aantage ofthis opportunity between January and May 983. Ten of the 12 later reported that it wasa “great aperience.” As a result, Mettler continued to support Dunlap and Davis, telling them, “Try things—if they vork, continue them; if they don't, modify them, ‘aprore them, or drop them.” Jn April 1963, Davis and Dunlap decided w hold a tam development meeting for the key people in taturial Relations. The two men felt that once employ- ‘sat the Systems Group started going to T-groups there Wold be a growing demand for “Career Development ‘ies, which the IR group would be asked to meet. team development session, they felt, would help ‘tthe salto meet his demands Dunlap and Davis next decided to run some loipy themwelven within TRW Dunlap are for tg this effort to ety people. Dass wanted or SM "He, let's go with it, Let's do too much wo fast ‘hen it will really have an effeet om the organi ®- Otherwise it might not be noticed” Dunlap 34 ws eventually decided to run four TPgr0ups 0 me each, ne The chain of events following tha! {leseribed by Frank Jasinski, who became Dire "eer Development in 1964 activity was vor ‘TRW Systems Group (A and B Condensed) 455 After tha th dem rit really started to move. There was aon for Troup experience. But we didn'tjust want (0 People through lab gout so many sausages. We wa With people who h tobe just the bein _Feroup experience. Then they went through the Fgroup. nore effective Following a team development effort could be an interface meeting. This is the kind Alan East had. It scems Alan's department, Product Assurance, was having ‘wouble geting along with a number of different depart ments in the organization. Alan felt if they were going to. do their job weil they had to he able to work effectively with these other groups. So he got three or four of his eople together with the key people from five or six ‘ther departments and they worked on the interdepart ‘mental relationship. Sil another type of meeting that is similar isthe intergroup meeting. If two groups just can’t {getalong and are having difficulties, they may decide to hold am offsite meeting and try to work on the problems between them, We also started doing some technical taining and busi- ‘ness management traning. As with all of our training, we ny to make it organic to meet the needs ofthe people and the organization. We tend to ask, “What is the problenis” Specie skills training may not be the answer. For example, manager calls sand says he wants his seeretay to have a review course in shorthand because she i slipping in her ability to use it. We might say, "Let's talk about itt maybe her shorthand is slipping because she doesn’t use. oe ‘enough and maybe she wants more challenging work, Why ‘don't we get together with you and your seeretary and din cuss it?" We have held several meetings with bosses their secretaries to improve bosssecretaty relations ‘When they understand each other better, the secretary te more willing to help her boss and she i also in a better position 0 dos. Such large incense in Career Development act ites equted rapid buildup of wunigney eae cul This peblets ws at party tee buts constant Ssiers Group was abe totter number of te tana eaten in Tgroupgyoecnnanes tegim comtiana wiannos Tgrrup eee ee went wil te vbons on toumindide seaa®456 ‘Cast Stupns Exhibit 4 ‘Andusia Relations ‘het Bovis Diector ‘Assistant Director Administrative anager Security, Health, ‘and Safty Director Personel Management _ i Administra spat Operations E England | i eavonie Systems, oer Systems | Dhision Diision Aeminisratwe Operations By December 1964, they had built up a staff of nine out- side consultants.* For the program to work on a di they felt a need to build a comparable internal staff It was decided that the personnel manager in each division not only would be responsible for traditional personnel activities but would also be an internal con sultant on Career Development activities. Lynn Stewart, one of the outside consultants working with the Systems Group, described how TRW obtained a group of trained personnel manage! Systems Group needed to build some agents, which meant expanding the Industrial Relations fffort. I required the development ofthe skills of people in Industrial Relations, especially the personnel managers. ‘They were able to retool some of the people in Industrial lay-to-day basis, sternal change Tihs group consisted of senior profesors at some of the business schools inthe country and nat consalans largest recognized private sam Assistant 10 Diootor eee! Personal Systems career Deweiment ‘Owen Wade Frank Jasinski systems Mreting, Legal, Engineering nd Intemational Integration Operation, TR Division Inturonts, Secunty Space Vehicle Planting ana Division ‘Cont! Dect Operations Personnel oficas Relations by sending them to T-groups. Some were not, “able to make the transition. They were transferred or fie “All ofthis was done to provide a staff that could serie the reeds created when people returned from groups In December 1964, Jim Dunlap announced tht he had been promoted to Vice President of Huma Relations for TRW Inc. and would be moving © Cleveland, He also announced that Shel Davis would succeed him as Director of Industrial Relations (Exhibit 4 presents an organization chart of Indus Relations as of January 1965). ‘A number of the personne! managers became concerned about the future of Industrial Relations ‘They knew Shel Davis had openly referred to the iy to-day personnel activities as “personnel crap” and they wondered what changes he would make. OV: personnel manager expressed this feeling when He said, “There were some undertones of a threat ini» Teaving which might break the balance of prudene and loose Shel upon the group, forcing us 1 0%4) 457 ses TW ‘Systems Group (A and B Condense spied (continued) » en gust Relations: Ber Development Teoma! aroware Opertons Conmacton Sere suit Teining Sentinel. 1 Frank Jasin Readout (deny a 3) pepecseorn Manegent 1— _pivsion Onnizaton i ‘space Vehicle me Deroment ji Drision recor Z Sippon systems Engnesrng nd Plceet J negation Dison feossipment | systems Laboratories Plcement eae Lever Systems Fetes Daiston Protest cement sxlusvely on Career Development and to neglect our tstoday personnel responsibilities.” By summer, 1966, however, most of the people in Invstrial Rel Relations and was hing a good job of balancing the demands of Carger Sselopment and the day-to-day personnel activities, caver Development in 1966 41965, Career Development activites had greatly (Gesed since their initiation in 1963 (see Exhibit ‘ke Tgroups continued to be used, the major effort ‘edepartment was in facilitating team building and “rgtOup labs. Tam Devel er was ta lopment number of diferent rypes of team develop- ties. One was an effort to get a new team Selfaxer. TRW repeatedly created temporary teams *Complish recurring tasks. The tasks were quite similar, but the team membership changed considerably. ‘One example was a team established to prepare a pro- posal to bid on a particular contract. More than a dozen. organizations would contribute to the final product: the ‘written proposal. On major proposals, the representatives from the administrative and nontechnical areas remained fairly constant. The technical staff, however, varied with the task and usually was entirely new from proposal to propos. This changing team membership required constant “bringing up to speed” of new ment bers and repeated creation of a smoothly working unit. As the new team came together, a team development ses. sion, usually offsite, helped to get the team working together sooner and would save time in the long rune session would lnst one or two days and the participants would uy to identify potential problems in working together and then begin to develop solutions for suck, problems. Lynn Stewart, an outside consultant, described team development session fora launch team. TTRW hasan ryanization $0 that ‘member of many stems sitnulaneously, He has interfacesk 458 ‘Cast Srunies Exhibit 4 (continued) Indust! Relations: Persone Systems ren Wade Director ee systems and Wageand Salary Poiies amnisvaton| wen de Wage an Saery oats with many diferent groups In ation, he is continually moving from one team to another, so they need team development to get the teams off to a fast start. On a launch team, for example, you have all Kinds of people ‘who come together fora short time. There are projet directors, manufacturing people, the scientists who designed the experiments, and the men who launch the bird. You have to put all of those men together intoa coh ‘ive group in a short time, AtTaunch time they cant be tworsying about an organizational chart and how their Fespectie roles change as preparation forthe launch pro- fresscs. Their relationships do change overtime, but they Should work tht through and discuss it beforehand, not ‘shen the bitd on the pad. The concept ofthe oganiza tion is that you havea lot of resources and you need to regroup them in diferent waysas customers and contac change You can speedup the regrouping proces by bold- Ing team development sessions Another ype of team development activity was ‘one with an ongoing group. Typically, the manager would come to the personnel manager in his division and express an interest in team development for his {group. IPboth agreed it would be beneficial they would begin to plan such a session. First, an effort woud be made to identify an agenda for the one- or two-day off site meetings. This would be developed in ane of two ‘ways. The personnel manager or the consultant could interview, on an individual basis, all the people who. ‘would he attending the session to identify problem areas ‘on which they needed to work. He would then summa rive the problems identified in his interviews and dis tribute this summary to the participants a day or two ‘before the session was held. Another method sometimes vcitive Emploee ‘compensation Benetts sed to develop an agenda Watt etal ofthe pg, pants ogeder on se for to or three homer fer he offste mecig. The parceusa wang te died ino subgroups and would deny ae reas to wotk on. At the extended oft af theintndon vas athe group wuld be ae drexing ioe othe queson, “Ho can we iva gon od wae Then hae the pomp proces got in he Way ae ppt pevtormance The manager oth group woul eer the meeting, ut te personel manager anda oad conatann would be treet hep the group tc ing and raising issues tha the group shoud kt There had been a numberof dia eam deepen teions at TRW, and the people imvlved fe hy Trad been wort in that they had improved oe jour ioivenet, nother pe of team development aii tata cared out ot contnuous bas wa the euange the many mecing eld in the organiaion Dt auc sain on a staff meeting ofthe Ina Relate Deptt that wan tered by eo rnel managers and key people in the staff groups of Pesnnel Stems and Cacer Development Te pose othe meting was to plan he res Bw taken by Personnel Systems and Career Developm throughout the remainder of the year. This included + tisesion of what project the personnel mage ‘vould Tike undertaken and a peony sting 26 98 ‘were most important. Owen Wade, Director of Penne! Systems, led the discussion during the first hour and Tarte meeting whe tne rou discussrg 459 pupie A (continued) ‘TRW Sisems Group (A and B Condensed) sndustl Relations: Security Health, and Safety secutty a Aan eal eee Inston Melb and Sofety pesome and aad 4 Contact Securty faa Classified Material Safety and nests feos Inds gene prea cut Emery Pann Lassi Mate aatenng Sens Secuty Ofc Foca ce Fe Prenton a Posing fees Destruction Radiation Safety fecenton, Bung. ond ee ear Classification Reconcitation Sener Medical, Sense hh Health and Safety, Ofc Castano ‘Visitor Control Foes, Sexonnel Systems. Frank Jasinski, Director of Career lopment, led the discussion in the last hour of the and then nothing was done w the break, . a ‘tng, in which projects for Career Development were BOB (Personnel Manager) Why didn’t you ‘sed. Near the end of the meeting the following rake that observation at 10:30, Don, so "sion took places Relinaiidated abouts Doyou : intimidated about making a procece “LDAVIS We only have ten minutes left so we had observation? oa bescer pend ye dine ona cau of DON No.1 flt ke vas in the comer east the meeting. Does anyone have ay iit not after making this obserwanae the meeting Tesiden aay eater at we meso’ ED (Personnel Manager) We it off more, joing anything and should meee eee than we coll cg hee, shoulda Dut gues didn’t say itloud enough for have planned do so much. ep Benn tohear me, DON (Personne! Manager) [felt we just floated from 10:30 to 10:45. We got through with Frank and his subject Don, thatis the first time you process observation in six month, Wish you'd make more of them:460 case Srupus 5 Exhibit 5 Career Development Activites, 1963-196 1963 1964 — Courses Attendees Courses Attendees Courses ayy — Activities a or 2 — 2 Oriencation Paks cl jl ast 7 2 ied este Si 2 200 4 ' ie loved lecures és sa ee is : Evening courses 2 a ue a Stal education = A ; ‘ ; z “Techni courses : 2 : " Ancora eadership laboratories (Favours) . f : 4 s ship laboratories (roups) Exceral leadership boratories (Fro Z » : cee 2 “Team development meetings experience of Alan Eas, Director of Product Asura ink Oven’s presentation was very oa io Te had estimated the reeks of work equi pret Frank pes = osptec crc tne en Eanes ee, a era en ee sng precy npr Patio tere eked a ani ee Date eer Tiare oma pa eos Br ae pes ave tel emer Toutet eigen ee nel mange re ae dereny gg ear aes oe JASINSKI WADE One of the participants commented that a large number of the meetings at TRW were critiqued in a similar manner: Intergroup and Interface Labs Asa result of the nature of the work at TRW and of the matrix organization, there was a great deal of interac- tion between the various groups in the organization, Sometimes this interaction was characterized by com. fet; the Career Development staff began to work on ‘ways to help groups deal with this conflict. One such effort, the first interface lab, developed out of an (EE Mr. East commented on his experience: sphere i. eas After East's successful interface meeting, the idea caught hold and similar meetings were held by other groups. Harold Nelson, the Director of Finance, held an interface meeting between four members of his department and a number of departments that had frequent contact with Finance. The purpose ofthe meeting was to get feedback on how Finance was seo by others in the organization. Commenting on te effectiveness of the meeting, Nelson added, “The Were impressed that we were able to have a meeting listen to their gripes about us, and not be defense ‘The impact of such meetings on individuals is remer dows, It causes people to change so these meetingsate very productive,”mhomas# participanc ip y set inter, nance» FEPFESERCd ange, the ered: Or oh feces 00 SOW in evalua requei Broup frog nssabordinates Kn ke accountants,” Thy Srp pve fg ha Be aiden (oe ecm arid ee Ag veg tink ete ate nda 2 HY ne ‘eer ng Fi. Hard yen . pet sine necting aca RSs peas CAP expedite, "RMI ey, Be ebb and hehas yea ‘982 ane amorphere ofthe whe oP te ne ig. They are starting to think ops FE econ fea tkmorect ge tion of the Career be velopment Effort Jap, the Vice Present for Human yes DD, evaluate the, effect of Caren Relations, = atta ot oo itention, Ht ceriny etry, mpi that ether the company *eorgtiton oe a pore sly the rel a Beclopment prosram, butt dos appear ta thee ols sant impact on terra far Te data shoo compe he tc of em 3 ompay during the peed antes sans hymen’ a ,000n 1962 ander one Dv mow Hey double bythe end ating ch seth pled between 1862 an ph es tot dered om 171 prin Hab tote Mach 1965. The averae fore space inde sini area of Californias approximately 2 percent 8 * Ako, Duntap revealed the result ofa study bya sfesional organization to which many of Stems Geup employees belong. It took a survey ofall of i, sabes, asking them to rank 54 firms in the aero. {industry on six different factors. The respondents scl TRW Systems first in “desirability as an pres” seventh for “contribution to aerospace,” second in “salary” Dunlap also add his personal comments on the “ofthe Career Development program: {hey hard to make an evaluation of he progam and seu ved us °X° milion dollars. But there are se itticaions that it has been effete, Turnover is significantly and { ‘ve heard a lot of people say, Saved at TRW becaus 3¢ of the Career Development semis” Some people make more definite clams for $PPene. Dave Pattenon sey our Teen! Development "ved us $500,000, Rube Meri convnced the y 461 TR Stem Group (A and 8 Condensed) Progam at we've won rome proved our hs otha = con wer ehie tt we wuld’ have tener {Se iooroed cur team perfomance All of oUF propor crcl ed cam ing tne ean Proposal. Exery program starts a seen th hy ep a ea heres an opens so they rebiens omy, an whe 0 discuss A number of employees were willing t0 cr atnuds toward the Career Development program. mip Amember of th amininrative sal ad 3 Participant in the activities of Career Development, ‘he program was valuable. Denis not Tn the OG tune crew ose and improved i effectiveness. Wel a launch very tense, ad if on i hole omar another, it may mean a fale that can in Tn sow mich hey penton farcer Development, but say it's a quarter of a million dela. one man improves i elas with anther and itsaves a launch and $20 million, you've made it back ‘many times over. The company feels. is a good thing, and ithas woke wells they contin Jim Whitman, a subproject manager, had high Bras for Carer Development. Whitman credited the Program for making groups more effective in communi- Satng and working with one another. Recounting, his Git Experiences, Whitman added that the program led {0 better collaboration and working conditions between ‘he design engineer and the fabrication engineer But other employees were less enthusiastic. John Ward, a member of a program office, discussed Participation in Career Development activities, Ward {atthat some of the offsite sessions were “rather grael- ing affair, particularly when you are the center of atte, tion But Ward added thatthe session he attended was valuable {my opinion, the reason it was worth the pressure of work people cannot—I us ot when should say will not—take the and discuss some very basic issues to get ven in a small group people tend to wes think about your own leis that under the word can- time to sit down the air cleared. getting through. He tals about them but you don’t heat thems you don’ get the significance of what he's uying to tell ‘You But ifyou go nay with instructions that people are otto bother you unlesit is really important,poe ese ‘an environment where there is time to work out some or hese things, One member of the administrative staff, Dan actson, had very diferent siews on Career Development JJekson noted: Wealisically, isa good thing, If in the re al world peo. ple lived that way, we ‘f ‘open and sincere and could tell gs without getting hurt, it would ople just aren't that way in the real462 (Case Srupmes world. Thi \¢ people who are enthusiastic about this— Mettler, Hesse, Davis, ete.—are at a level in the company where they ean practice this. They're just dealing with Other vice presidents and top-level people. But down on ny level it won't work, We've got to produce things down here and people just aren't responsible and we Can't just be nice to people all the time. We have to get lab live that way and some work don Tthink that the trainers at the I that’s all right, but they tend to be frustrated head iatrsts, but they don"t shrinkers. They want to be psychi have the training_-so they do sensitivity training, Its Kind orlike running a therapy group. I think the techniques they use are pretty good, like having one group inside talking and one group on the outside observing, but Whe people running it aren't well enough tained: They oy peop ent that are available, but they are not good Gnough. Frankly, [think these trainers are really Just ing to find out their own problems, but they do it By ge ting mixed up in other people's problems Jackson continued, observing that participation in these activities was not completely voluntary: ‘are kind of told you had better go You aren't fred if you don't, but there's pressure PX Bo ou to go, One of our Ph.D.'s walked out after two 02s ata Tgroup. Idon’t think it has hurt his carcer but Poe” ple know he took a walk, He just fle twas 2 in ‘morally frrong, what was going on up there. Oh, it’s voluntary, but you while Jackson’ seemed to exprem tive antes toward Carcer Developmen 22 ty circulated story about a man who hye mee serous breakdown after attending a Ty tee unlap was asked to comment on Troup. 5. Pp the incideng. Pin veo our mac xpi Ye one Bip very cary in the program nent “eed NO ol deo ed cre Prstand what we were going to do. T asked’ ™Y4 dined like t0 go. He took itasan order and he lon Ties only asking him to go. IfT'd known more aj Tet have asked him if he wanted to go: nt Twente at work anid he seemed (0 be geuiing ati Fight although T knew that he didn't enjoy taj ight Mio get into education. But I didn't knot He Watlag woubles at home and that things weren ery well for him in general. He was just Tent go ai ad him to start thinking about his igo he fell apart; he had a nervous breakdown, Ake “Tagroup was over he went home, but he didn't gone He stayed home for a week or two. Finally, he deca ‘He say nelp and began to see a payehiatrs. Apparat see dets jst that he needed because he then desde sat at Jobin educaton, which he ied ery much ie se toad have solved his problems, 20 everything he seems for the best But itacared the hell ou ofons i ws the time. a