Strategic Narratives
Some of you may consider this a stretch.
Strategic narratives are compelling storylines that can explain events convincingly and from which inferences can be drawn. Alternatively, these are an interlocking framework of truths that explain how a conflict came to be, where it is going, and how it should be argued and described. Take for instance, 9/11. Strategic narratives were offered at the time, and in 2003, 75 percent of Americans polled supported our response and the attack on Iraq. Four years later, 58 percent of the participants from the same poll said it was a mistake. From a militaristic view the discourse on the event failed after time, and you may conclude the public’s perception of the war was not managed correctly. In the same light it is suggested corporations must build authentic narratives that make people want to belong. The relationship between customers and a corporation must be something more than exploitation by the corporation to get what they want. It has to satisfy the vision of what they are and what they want to be. A company’s actions become declarations of its narrative and a corporation needs to show that at the end of the day this fits where the community wishes to go.
Where am I going with this? I suggest that a thought out properly planned and initiated strategic narrative needs to be created for a maintenance technician association. If personnel in the business of maintaining aircraft wish to be treated in accordance with the stature these persons perceive themselves to deserve, then they must send this message as group, much like businesses or political machines, in order to corral others to join and gain the support of those outside their field. One of the best examples I have read of the success of using a narrative is Apple vs. Microsoft. Apple — as represented by Steve Jobs — is perceived as the little guy, a hard-working underdog that many of us can identify with. Conversely, Microsoft — in the person of Bill Gates — represents, whether he likes it or not, a robber baron, much like Carnegie or Rockefeller, no longer an ideal. The latter does not lead to where a majority of Americans want to see us going.
A strategic narrative will act as a focus for those inside and outside the association. The narrative will forcefully tell what the association is all about. It should, by its very spirit, draw others in the industry to join and support it.
Two more items:
As a follow up to my blog last week I would like to add a statement. Much like we would not look with favor on a vendor selling us a product he knows he can’t deliver, I think it is unconscionable for PAMA to continue to solicit dues from its members. The association was on the edge of failure before SAE saved them. Is there any difference between then and now? This will only serve to further the technician’s dissatisfaction with his profession.
Finally, in anticipation of being charged with bias and having retired from FlightSafety International after more than 30 years of service, I am glad to be able to congratulate them for “giving back” to the industry. They have recently announced that technicians and pilots that have been laid off this year will be able to continue to use the FSI programs to maintain currency at no charge. Yes, as you would expect, there are stipulations and rules associated with this offering, but, by and by, FSI should receive proper credit for this service to its clients and to the overall community.
Very good comments particularly in the context of your comments in your last issue and the very thoughtful responses by some of our fellow readers.
I wonder if you or Tom have ever really sat down and tried to come up with a way to find out what your readers/AMT members want from the organization. I don’t want to make this too long but let me make a few comments.
35 or so years ago I joined the Aviation Maintenanc Foundation. They published a magazine that contained lots of stuff that was useful to us. In fact I still use the Annual/100 hours checklist that was published in the June, 1976 edition of the “Aviation Mechanics Journal”. These guys went out of business eventually . I have no knowledge of why.
I beame a member of PAMA about 20 years ago. I went to an annual meeting in Nashville in the early 90’s and another in Vegas a few years ago.I have never felt as much of an outsider ! I discontinued my membership in PAMA when it became apparent that their goal was to become a quasi labor union and to devote way too much effort in trying to convince us that the title of “mechanic” somehow belittles us. I was no longer a member when they made the SAE mistake. I have been a member of AMT for a few yeasrs now and I have mixed emotions at present. I have the impression that “ordinary” members have little or no input into what the society does. I fully understand that the AMF, PAMA, AOPA and EAA are not “membership” organizations. They are business that can and do very often help their “members”. I have no problem with this except to wonder about the degree of direct input from ordinary members.
When I was at the show in Las Vegas in March I noticed that the IA renewal seminars were full of guys in their working blue jeans none of whom did I see walking the show after the IA sessions ended (Ialready had everything I needed so I didn’t attend the seminars. But I did “look in”). Does Tom know why these guys didn’t stay?
From the veiwpoint of someone who works only on GA singles and light twins, the Vegas show had very little for me but I was able to collect lots of info to send to my son who works on bigger stuff overseas. By contrast, the Dallas show in 2008 had lots of stuff for me.
My opinion is that the Vegas convention center is a disaster and I won’t be there next year. Does anybody care?
In response to your comments last week David Butler raised the issue of having “ordinary” emembers represented on the board of directors and suggested that some attention might be paid to the fact that some of us have advanced degrees and certain knowledge that might be useful. David pointed out that he has an MBA from a very highly regarded school (my opinion). I have 3 degrees beyond the Bachelor’s and, while I am too old to bring much useful energy to the board and would not serve if asked, I do wonder if anyone in the management of the AMT Society is even thinking about following up the suggesation that was implicit in David’s comment.
Anyway, all of my excessively long comments are offered for the purpose of perhaps initiating the acquisition of some input from the “members” as to the direction that the Society should take.
Bob
I think it would be an excellent project for AMTS. The strategic narrative is built upon the mission and vision statements of an organization and gives members and potential members an opportunity to see what could be.
We have a mission statement with comments like “enhance the future of the profession,” so what does this enhanced future look like…paint me a picture!
So are you heading the working group Nick?
As for your “two more items”
PAMA–like you said before…it’s time to move on. Wish them the best and let it go
FSI–Good for them!
Here’s an example
http://www.saintleo.edu/resources/docs/vision2010/Vision_2010_Brochure.pdf
Note: It’s a 6 MB pdf
You say potAto, I say potOto. You say strategic narratives, I say spin-doctors, plausible deniability! It’s just another way of shifting blame onto someone else. They are all FAR from the truth & designed specifically to throw doubt at the facts! You prove my point in your example of 9/11 where you say “…and you may conclude the public’s perception of the war was not managed correctly.” Insert ‘spun’ for ‘managed’.
I make the same point to your corporation’s goals. “Corporations” don’t communicate with people, people communicate with people. An interpersonal communication must be honest, forthright & come from the heart. It can’t be transmitted on letterhead or by email or memos. Your customer relations MUST be a healthy one. In order for any business relationship to succeed, it must be MUTUALLY beneficial!
Strategic narratives (spin doctors, plausible deniability or just plain B.S.) got us where we are today. We technicians don’t need strategic narratives to make a viable organization, we need intelligent, succinct, well-articulated goals & a believable plan to achieve them. Call me paranoid but the perception that technicians are all greasy, dirty Lowell Mather-like stumblebums is conjured up purposely to keep status quo & couldn’t be farther from the truth! I’m fed up with being spun by corporations, organizations & associations. I want one leader who believes in truth, justice & the American way. Yeah I know, superman’s dead. Unfortunately, so are we…