Reference no: EM131883005

Problem: Develop Your Career Potential

"Work" in Someone Else's Shoes Why is learning to see things from someone else's perspective one of the most difficult things to do in today's workplace? Sometimes, the inability to see things as others see them has to do with the people involved. Inexperience, ignorance, and selfishness can all play a role. In most organizations, however, the inability to see things from someone else's perspective results from the jobs themselves, not the people who do them. Because jobs limit who we talk to, what we talk about, what we think about, and what we care about at work, it should not be a surprise that people who perform different jobs have very different views about each other and the workplace. For example, at Southwest Airlines the pilots who fl y the planes and the ground crews who unload, load, and refuel them had little appreciation for each other. The ground crews felt that the pilots treated them like second-class citizens. The pilots couldn't understand why the ground crews weren't doing more to get their planes out of the gates and in the air as fast as possible. To improve understanding and help them see things from each other's perspective, Southwest created a program called Cutting Edge, in which the captains and ground crews learned a lot about each other's jobs.

For example, the pilots brought the ground crews into their cockpits and showed them the detailed processes they were required to follow to get planes ready for departure. The pilots, on the other hand, gained appreciation and understanding by actually working as members of Southwest's ground crews. After several days of demanding ground crew work, Southwest pilot Captain Mark Boyter said: I remember one time when I was working the ramp [as a member of a ground crew] in Los Angeles. I was dead tired. I had fl own that morning and had a couple of legs in, so I got out of my uniform and jumped into my ramp clothes. That afternoon was very hot. It was in the 80s-I can't imagine how they do it on a 120-degree day in Phoenix. I was tired and hungry and hadn't had a break. Then I saw this pilot sitting up there in the cockpit eating his frozen yogurt. I said to myself, "Man, I'd like to be up there now." Then I caught myself. I'm up there every day. Now, I know that pilot has been up since 3:00 in the morning. I know that he's been fl ying an airplane since 6:00 AM. I know it's 3:00 in the afternoon and he hasn't had a chance to get off and have a meal yet today. I know all that, and yet, the yogurt still looks really good to me. Then I thought, "How can a ramp agent [on the ground crew] in Los Angeles who works his butt off for two or three years, working double shifts two or three times a week, understand this? It hit me that there's a big gap in understanding here."81 The misunderstandings between Southwest's pilots and ground crews are not unique. All organizations experience them. Nurses and doctors, teachers and students, and managers and employees all have difficulty seeing things from each other's perspective. As Southwest's Cutting Edge program shows, however, you can minimize differences and build understanding by "working" in someone else's shoes.

Questions

1. Describe the job-related differences or tensions where you work. Who is involved? What jobs do they do? Explain why the job-related differences or tensions exist.

2. Since the best way to see things from someone else's perspective is to "work" in his or her shoes, see if you can spend a day, a morning, or even 2 hours performing one of these jobs. If that's not possible, spend some time carefully observing the jobs and then interview several people who perform them. Describe your boss's reaction to this request. Was he or she supportive? Why or why not?

3. Answer the following questions after you have worked the job or conducted your interviews. What most surprised you about this job? What was easiest? What was hardest? Explain. Now that you've had the chance to see things as others see them, what do you think would happen, good or bad, from letting other people in your organization work in someone else's shoes? Explain.