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2010 Enraged To Engaged - Connecting Through Collaboration
This document describes the transition of Winnipeg Transit from an adversarial, top-down management structure to a collaborative work system through partnership with the Amalgamated Transit Union. It details how a crisis over a contentious contract led management to commit to collaboration. A working committee was formed with representatives from management, the union, and bus operators. Through focus groups, trust- and morale-building initiatives, and developing new systems collaboratively, the relationship and culture improved. Key successes included cost savings, improved employee surveys, and reduced grievances. While a proposed new scheduling system was initially rejected, the experience reinforced lessons about maintaining trust in the collaborative process.
2010 Enraged To Engaged - Connecting Through Collaboration
- 1. From Enraged toEngaged: Connecting Through Collaboration Winnipeg Transit, Amalgamated Transit Union & Helen Maupin
- 2. From Enraged toEngaged: Connecting Through Collaboration Winnipeg Transit, Amalgamated Transit Union & Helen Maupin
- 4. THEN – August2008 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 Story
- 5. A CRISIS • Transitand 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 Point
- 6. There are nobad people, only bad systems that frustrate good people from doing good work. Governing Philosophy
- 7. • Create anorganizational 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 Objectives
- 8. Why a CollaborativeWork 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.”
- 9. • Trust andrespect 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 Culture
- 10. • Greater commitmentamong 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
- 11. • 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
- 12. • Neutral 3rd partyengaged 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
- 13. Transit & ATUWCC expanded 7 members/employees – selected by 1000+ workforce 3 management reps + 3 ATU reps Task groups established along priority themes Employee/Management/Union relations Schedules Health & Safety Mandate for WCC defined Improve working conditions Improve operating efficiencies Improve customer service Create CWS
- 14. • Rebuilding trustbetween 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 relationships
- 15. Building connections • Improvedcommunication 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 connections
- 16. Building morale • SoYou 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 morale
- 17. 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 Program developed and provided to 1000+ bus operators • Critical Incident Stress Management Program implemented with a peer support system Built new collaborative work systems
- 18. 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 motivation Accident adjudication emphasizes skill development Built new collaborative work systems
- 19. • 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 Success
- 20. NOW (2010 +):Key Indicators of Success 2009 Saving: $156,762.00
- 21. NOW (2010 +):Key Indicators of Success ATU $152,000. Transit* $304,000. $456,000. $156,762. $612,762.* * conservative estimates
- 22. • New Schedulingand 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 +)
- 23. • Consultation Workshopswith 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 confusing • Fear of the unknown • The status quo is fine – you cannot make everyone happy NOW (2010 +)
- 24. 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 Success
- 25. Lessons Learned for2010 + • 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
- 26.
Editor's Notes
- #2 Helen: Introductions of presenters & self – Margaret Paterson, Transit HR Mgr.; Randy Tonnellier, Transit Operations Supervisor; Lawrence Lavallee, Amalgamated Transit Union, VP Local 1505; and Bus Operators Dave Bevan, Donna McDonald, Michael Duncan. WHY A CHANGE OF FOCUS AT TRANSIT? * 2 QUOTES taken from separate research ILLUSTRATE some of THE REASONS: The first is from a 1991 article in the Journal of Applied Psychology by Evans, G. & Carrere, S. on Traffic congestion, perceived control, and psycho-physiological stress among urban bus drivers. 76(5) p.658. "The job of operating public transit vehicles in urban centers may be among the most stressful and unhealthy of modern occupations.” The second quote is from the MFL Occupational Health Centre, Inc., “Health and Safety Hazards for City Bus Drivers”, 1998 at www.mflohc.mb.ca. “Stressful jobs are those which have high psychological demands and little decision-making control, in combination with low social support on the job.”
- #3 Helen: Introductions of presenters & self – Margaret Paterson, Transit HR Mgr.; Randy Tonnellier, Transit Operations Supervisor; Lawrence Lavallee, Amalgamated Transit Union, VP Local 1505; and Bus Operators Dave Bevan, Donna McDonald, Michael Duncan.
- #4 In yesterday’s keynote addresses, the themes of purpose, passion and focus were emphasized. As the folks from Transit and ATU tell their story over the next hour, you are going to hear their passion and purpose put into practice. And with your able assistance, we will share Best Practices for building trust, open communication and collaboration. So that leaves us with the question, WHY A CHANGE OF FOCUS AT TRANSIT? Before I turn it over to Dave and all for the telling of their story, I would like to share two quotes from separate research studies that illustrate the bigger picture that Winnipeg Transit found itself experiencing. The first quote is from a 1991 article in the Journal of Applied Psychology by Evans, G. & Carrere, S. on Traffic congestion, perceived control, and psycho-physiological stress among urban bus drivers. 76(5) p.658. And it states, "The job of operating public transit vehicles in urban centers may be among the most stressful and unhealthy of modern occupations.” The second quote written in 1998 comes from the Manitoba Federation of Labour’s Occupational Health Centre regarding “Health and Safety Hazards for City Bus Drivers”, www.mflohc.mb.ca. It says, “Stressful jobs are those which have high psychological demands and little decision-making control, in combination with low social support on the job.” high psychological demands little decision-making control low social support on the job There was no doubt that the Wpg. Transit Bus Operator’s job carried all of these stressors and more. They were the standard across this sector in North America. I am going to turn it over now to Dave who is going to provide us with a brief history of the factors that led to changing Transit’s focus.
- #5 Working Conditions @ Transit: Dave traffic congestion constant time pressure little or no input into how work is organized or implemented command and control leadership style disorderly passengers threat of physical assault and crime work schedule interference with home life and leisure activities social isolation on the job
- #6 Dave
- #7 Lawrence
- #8 Margaret
- #9 Helen: Transit and ATU opted for a Collaborative Work System because of the current social, technological and business environment. Innovation . . . In today’s economy, an organization’s most important processes are Knowing, Learning, Creating and Relating not just repeating, which is what many organizations have been focused on for the past two decades. Otimization of efficiencies and innovation Turn over to Michael to describe what a collaborative culture looks like.
- #10 Michael What does a collaborative culture look like and what are the key requirements to insure it stays in place? Each of the items on this list proved to be a stress test for Transit, ATU and members. When working to instill this culture, trust and respect in all interactions are very important. Egalitarian attitudes across all ranks means putting the authority role to bed permanently. Shared leadership enables all members take initiative. Valuing diverse perspectives and recognizing that many heads and hands make for more creative contribution and a better distribution of the work load. Collaboration requires a commitment to the success of all, not just oneself. Valuing of truth and truth telling means challenging traditions and dynamics that have previously been allowed. Because work and jobs can change radically in a collaborative culture, it is necessary to commit to active learning and continuous improvement throughout the whole organization. When the rest of these factors are in plan, personal responsibility and accountability become the return on investment.
- #11 Michael
- #12 Helen: Note the years of these projects. Although some of the processes for collaboration and engagement may be new, the ROI of the work has been around for much longer than 20 years.
- #13 Randy
- #14 Donna Someone was missing from the table. ... The employees. The big questions were who and how. Who do we choose from over 1500 employees and how do we go about choosing them?? Helen told the director of transit and the president of the union to let the employees decide who would sit on the committee. What??? Literature shows that if you give a group of people a task they are passionate about they will self organize and in this case leaders emerged quickly. Employees were asked to submit their names if they were interested and an online vote was cast. Those with the highest amount of votes in each category were put on the committee. This was the first big realization for both management and union that if asked employees were able to come up with solutions.
- #15 ATU, management and bus operators established selection criteria for vacant Operations Supervisor positions - Cracked the entitlement culture: chosen candidates were successful over the “next in line” Females are now represented in management - Empowered to use discretionary judgement Margaret
- #16 Margaret Helen: introduce the Best Practices’ exercises TRUST BEST PRACTICES: 10 mins.; 5 mins. report back 1 practice from 3 or 4 grps. WHAT HAS WORKED FOR YOU/YOUR WORKPLACE IN BUILDING AND SUSTAINING TRUST? Split into triads – L and R partners; introduce yourself & your workplace; identify 1 to 3 best practices you have experienced; write them down on the green sheet provided. Post green sheets on wall.
- #17 COMMUNICATION BEST PRACTICES: 10 mins. in group; 5 mins. report back 1 practice from 3 or 4 grps. WHAT HAS WORKED FOR YOU/YOUR WORKPLACE IN BUILDING AND SUSTAINING HEALTHY COMMUNICATION? Split into triads – L and R partners; identify 1 to 3 best practices you have experienced; write them down on the blue sheet provided. Post blue sheets on wall. Randy
- #18 Randy
- #19 A bus operator, manager and Scheduling employees met with the scheduling software company in Montreal to create options for a new day-off system Donna\ A program was put together to help drivers verbally disable conflict on the buses and a few non-violent defensive moves were taught. A crisis intervention program, gives drivers a neutral and confidential peer support that is trained to deal with crisis situations. No fear of saying anything incriminating or wrong in front of supervisors and someone to deal with stress and shock.
- #20 IF TIME PERMITS! COLLABORATION BEST PRACTICES: 10 mins. in group; 5 mins. report back 1 practice from 3 or 4 grps. WHAT HAS WORKED FOR YOU/YOUR WORKPLACE IN BUILDING AND SUSTAINING COLLABORATION? Split into triads – L and R partners; identify 1 to 3 best practices you have experienced. Donna The wcc went directly to the drivers at both garages and held controlled circle meetings with bus operators. They were able to voice their frustration, let us know what their priorities are and hear what we were going to do about it. We held consultation workshops to communicate 4 day off scenerios to the drivers. Approx. 600 employees took part, something un heard of in transit. Drivers became involved in their workplace and began taking a n interest in the outcomes. Disciplined operators for their failure to meet expectations but did not offer any real solutions on how to change the environment or behaviors that were causing the issues. Now there are some options and solutions offered and drivers are followed up with to see how things are going and if any other assistance and be given.
- #21 Margaret
- #22 Randy
- #23 Randy
- #24 Speak to your feelings about the vote. Dave
- #25 Helen:
- #26 Donna
- #27 Michael and Helen At least 500 years of commentary exist on the difficulty of innovation, starting with Niccolò Machiavelli (1469-1527) in The Prince (1513), Chapter 6. “There is no more delicate matter to take in hand, nor more dangerous to conduct, nor more doubtful in its success, than to be a leader in the introduction of changes. For he who innovates will have for enemies all those who are well off under the old order of things, and only lukewarm supporters in those who might be better off under the new.”
- #28 Lawrence