We can not agree to this - sounded a short, uncertain position of a group of engineers.
How? It's absurd. I do not even want to hear about it - was a short emotional reaction on the other hand, the reaction which followed was so obvious concession.
Apparently not much, yet every day someone gives to someone to see disappear.
much. Because I can not really worth to argue.
But only sometimes. This time was different.
Said a group of engineers were engineers from Morton Thiokol company that supplies engines for the space shuttles, and their initial reaction of concern off the space shuttle Challenger.
position related to risk of rejection damage rings in engines, which could cause a catastrophe.
not have been wrong.
So what if succumbed to pressure - by accepting the position of their superiors, what, when yielded their unhealthy beliefs about relationships with clients.
28 January 1986 Challenger space shuttle in 73 seconds of his 10 missions split up in the air, and suffered the death of the whole crew.
Challangera tragedy has once again demonstrated that it could be right does not mean anything.
matters is that when it endure.
Challenger tragedy has also become an example of permanently inscribing itself into everyday teaching business schools worldwide. Example, the Challenger has become a case study discussed in the class of engineering ethics, communication and decision making.
Why write about this?
I move that this tragic example of just wanting to use it as a case study. I want to use this tragic experience for all of us easier to take care of our interests, thus making a tribute to the victims of the disaster.
We will not look at the ethics of engineering, decision-making or communication. Because I want us to look at how to effectively deal with the pressure.
could be very long to dwell on the Morton Thiokol engineers why they changed their position, as the cause could indicate also present in the Polish business realities argue for the necessity of absolute obedience to superiors and clients. It could, however, the reasons are generally little to do with tools. So I want to
cause of this incident we have linked to the skills because the only way this tragedy could have educational character. Paying attention to the ability to allow us to ask the question HOW.
Morton Thiokol engineers, despite the evident reason of missing tools.
Morton Thiokol engineers were able to say no - they did not know, however, meeting the emotional reaction of their superiors, as to persevere with NO, they could not cope with the pressure.
How to persevere in NO?
And if you happened once or refuse somebody something and then be influenced by his arguments?
probably more than once.
Say No is not that difficult, but it is harder for him to persevere.
much harder to endure when someone starts to belittle your decision ( You can not be so assertive, do not you know it's unfashionable ) attack you (j estes selfish, and I've done so much for you ), to persuade you to change your mind ( help me just this last time ), or openly express their helplessness ( not know what to do now for no one can count ), because with each new reaction do not know whether the next not worse.
Godzisz, in the interests of myself because I do not know what will happen next, you are afraid that the next reaction simply can not endure. In fact expect the worst.
Am I right? Your
submissiveness is quite a natural reaction. Natural, however, completely ineffective. How many natural reflexes.
So the question is whether you can change it?
Let me give an example.
practiced in his youth endurance sports - Canoeing High Performance. Primary objective is to strengthen training canoeists their strength. In summer the strength increases in water, in winter the most common practice is a training race.
One of the interesting ways to strengthen the resistance is called. Cooper test. Cooper test involves continuous running for 12 minutes and assessment of your distance. The way to goes the longest distance is to maintain a steady rhythm . Running at a distance and not on time (because it is immutable) at some time going through energy crises, which, given the steady pace, mostly to encourage you to break the sample.
crisis begins innocently - you run out of breath, you feel that your muscles do not give advice to work longer, do you like dark before my eyes, feel the pain, and here too there is a natural reaction - an idea interrupt attempt, withdrawal, fear associated with the strengthening of the crisis. Athletes
but not forgiven. They know that the last phase of the crisis is the next phase of mobilization - the feeling of new strength it takes effect.
crisis intensifies, yes, but the trick is that to survive it, because then it's easier.
Similarly, to cope with the reaction of the other in the face of our denial.
Elisabeth Kübler-Ross - Swiss psychologist, developed a model of emotional response that people go to learn about it, they are dying. This model by William Ury should also be used as a tool to facilitate coping with the emotional reaction caused our interlocutor our refusal. Knowledge of this model will allow us to effectively deal with the pressure.
Emotions our interlocutor in the face of refusal to pass through five phases. And these are successively
- denial
- anger
- bargaining (negotiating)
- depression
- acceptance
To cope with the pressure it should be simply to survive, remembering that the last phase of a difficult emotional response is to accept the caller of our decision.
So you have to survive, looking forward to the last phase, because this is precisely your goal. Let us persevere
with their decisions. We owe the crew of the Challenger.
Remain in their decisions, you owe it to yourself.
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