from enraged to engaged: connecting through collaboration winnipeg transit, amalgamated transit...
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From Enraged to Engaged: Connecting Through Collaboration
From Enraged to Engaged: Connecting Through Collaboration
Winnipeg Transit, Amalgamated Transit Union & Helen Maupin
THEN – August 2008
Organizational Structure• Top-down management hierarchy (ratio 1:350 bus operators)• Communication via bulletins and policy directives
Organizational Culture• Efficiency driven (policing for compliance)• Blame and mistrust
Organizational Leadership• Long-serving within both Union & Management • Entrenched viewpoints and win-lose attitudes• Adversarial problem-solving driven by animosity
The Winnipeg Transit StoryThe Winnipeg Transit Story
A CRISIS
• Transit and ATU attempted to ratify a contentious contract (2008) and the membership rebelled.
• Strike vote was taken. Management prepared for work shutdown.
• To avert a strike, the CAO committed Management to collaborate with the Union “towards achieving positive change by involving employees in meaningful discussion about the changes needed.”
The Tipping PointThe Tipping Point
There are no bad people,
only bad systems
that frustrate good people
from doing good work.
Governing PhilosophyGoverning Philosophy
• Create an organizational culture of Engagement and Collaboration
• Facilitate a cultural shift from Command and Control to a Participative Workforce
• Increase productivity through development of a Motivated, Committed Workforce
Governing Design ObjectivesGoverning Design Objectives
Why a Collaborative Work System?Why a Collaborative Work System?
Innovation (creating) at the speed of light
Unpredictable business climate
Sophisticated, complex, demanding work
Rapid response to meet customers’ needs
Constantly learning new skills
Multiple perspectives, knowledge and skills are required to solve these complexities.
Hierarchies are designed to “repeat” rather than “create.”
• Trust and respect in all interactions
• Egalitarian attitudes among all ranks
• Shared leadership where all members take initiative
• Valuing of diverse perspectives
• Commitment to the success of all, not just oneself
• Valuing of truth and truth telling
• Commitment to active learning and continuous
improvement of the whole organization
• Personal responsibility and accountability
Collaborative CultureCollaborative Culture
• Greater commitment among all stakeholders – members/employees, managers and union
• A flatter, more flexible structure adapts to changing business conditions
• Fewer layers greatly improves vertical and horizontal communication
• Staffing costs are reduced
Qualitative Benefits of CWSs Qualitative Benefits of CWSs
• Monsanto: 50% productivity increase over 5 years (Chemical Processing, 1990)
• Celestica, $3B chip manufacturer: 100% productivity increase without additional labor or equipment; manufacturing cycle time reduced eight-fold; quality improved by a factor of two (Dyck & Halpern, 1999)
• Pratt & Whitney, aircraft engine components manufacturer: defects dropped 30%; operating costs fell 20%. (Wall Street Journal, 1996)
• MTS: 0 grievances in one year with a cost saving exceeding $1M (Painter & Maupin, 1990)
Quantitative Benefits of CWSs Quantitative Benefits of CWSs
• Neutral 3rd party engaged to facilitate the process
• Transit/ATU Working Conditions Committee established – 3 Management reps + 3 Amalgamated Transit Union (ATU) reps
• Focus groups held (over 60 bus operators)– Mistrust & miscommunication identified as key issues– Prioritized direction and actions
Created Transit/ATU’s CWS Created Transit/ATU’s CWS
Transit & ATU WCC expanded7 members/employees – selected by 1000+ workforce3 management reps + 3 ATU reps
Task groups established along priority themesEmployee/Management/Union relationsSchedulesHealth & Safety
Mandate for WCC definedImprove working conditions Improve operating efficiencies Improve customer service
Create CWSCreate CWS
• Rebuilding trust between management, ATU and bus operators
Policy grievance on bus stop announcements resolved by withdrawal of individual disciplinary action
Video surveillance camera policy presented to workforce and implemented without resistance
Implemented a management/ATU/bus operator pre-grievance issue review process
New process to fast track and resolve on-street issues brought forward by bus operators; previously bus operator issues were “filed” and never addressed
Built relationshipsBuilt relationships
Building connections
• Improved communication with bus operators
Face-to-face Communication Circles with management, ATU and bus operators
Transit/ATU WCC bulletin boards
E-mail links between task groups and individual bus operators
New employee web site – inTransit
Dedicated staff role to Transit/ATU communications
Built connectionsBuilt connections
Building morale
• So You Think You Can Drive?Focus groups revealed low moral, management and ATU were out of touch with the challenges of operating a bus and bullying was the perceived mode of conflict resolution.
A regular draw where bus operators win a ½ shift off with pay and choose an Operations Manager or ATU Executive Member to replace them.
• Tripartite Collaborative Work System Process Commitment to the partnership as the way of doing business
• HRMAM Connect Conference – Best Practices
Built moraleBuilt morale
Building new systems
• Collaboration with other Transit Divisions
Scheduling department and Transit/ATU WCC jointly researched changes for a new rostering and day-off system
• Transit Assault Prevention Programdeveloped and provided to 1000+ bus operators
• Critical Incident Stress Management Programimplemented with a peer support system
Built new collaborative work systemsBuilt new collaborative work systems
Building new systems
• Face-to-face, on-site communication circles
• Consultation workshops Engaged in redesign workshops with over 600 bus
operators
• Shifted the progressive discipline program (Counsel and Guidance) from punishing failure to coaching success
Individual circumstances considered over consistency Performance interviews emphasize retraining and motivationAccident adjudication emphasizes skill development
Built new collaborative work systemsBuilt new collaborative work systems
• Employee Survey (February 2010) confirmed significant improvements in:
Respect and consideration of supervisors
Receiving credit for a job well done
Understanding the need for work-life balance
Improving working conditions -- safety and technology
NOW (2010 +): Key Indicators of SuccessNOW (2010 +): Key Indicators of Success
NOW (2010 +): Key Indicators of SuccessNOW (2010 +): Key Indicators of Success
2009 Saving: $156,762.00
NOW (2010 +): Key Indicators of SuccessNOW (2010 +): Key Indicators of Success
ATU $152,000.Transit* $304,000.
$456,000.$156,762.
$612,762.** conservative estimates
• New Scheduling and Day off System
Designed to address priority issues identified by bus operators
Involved over 370 bus operators in consultation workshops
Held a Mock Sign-up to preview proposed system
• ATU membership vote on new system
88% Voted NO & 12% Voted YES
WHAT HAPPENED?
NOW (2010 +) NOW (2010 +)
• Consultation Workshops with bus operators revealed these themes:
Mistrust of management and ATU -- bus operators were not involved in designing their new system
Keep working together with bus operators to make needed changes
Proposed change was too big, start small with incremental steps Too much information; too little information; more
communication Mock sign-up was too confusingFear of the unknown
The status quo is fine – you cannot make everyone happy
NOW (2010 +) NOW (2010 +)
Organizational Culture Change
• Increased investment in employee engagement
• Improved responsiveness to employee issues
• New leadership style with a focus on training, coaching and skill building
• Increased trust between ATU and management
• Improved problem-solving when dealing with employee performance issues
• Increased decision-making for bus operators
• Commitment from ATU, Management and Bus Operators to improve working conditions using CWSs
NOW (2010 +) Key Indicators of SuccessNOW (2010 +) Key Indicators of Success
Lessons Learned for 2010 +Lessons Learned for 2010 +
• Never assume
• Create change by thinking outside of the box• Creativity = complexity + diversity
• Learn by doing• Learn from disappointments
• Believe in the power of 3 • Believe in the process• Believe in the impossible
Thank you for participating