Na segunda-feira de manhã cedo ouvi o zunzum sobre o que se passou com o navio de patrulha Mondego.
Ontem de manhã, durante a minha caminhada matinal continuei a leitura de "How Big Things Get Done" de Bent Flyvbjerg. Comecei e acabei a leitura do capítulo 8 - “A SINGLE, DETERMINED ORGANISM”.
O capítulo fala sobre a importância de ter uma equipa coesa na implementação de um projecto e sobre como criar essa coesão. O livro usa o exemplo da construção do Terminal 5 (T5) de Heathrow sob a responsabilidade da British Airports Authority (BAA).
Os subtítulos apresentados no caso são:
- A DEADLINE SET IN STONE
- HOW TO BUILD A TEAM
- MAKING HISTORY
- 4:00 A. M.
Em Making History pode ler-se:
"Identity was the first step. Purpose was the second. It had to matter that you worked for T5. To that end, the worksite was plastered with posters and other promotions comparing T5 with great projects of the past: the partially completed Eiffel Tower in Paris; Grand Central Terminal under construction in New York; the massive Thames Barrier flood controls in London. Each appeared on posters with the caption "We're making history, too."...I grew up in construction and know from firsthand experience that construction workers are sharp as knives at understanding what's happening on their worksites. Moreover, they have a well-founded skepticism of management. They know corporate propaganda when they see it, and they distrust it. "Most guys turn up with cynicism on any site we go to," Richard Harper said. They are usually right to be cynical "because it's all bollocks what the people [management] are saying." Promises aren't kept. Work conditions are poor. Workers aren't listened to. When reality doesn't match the words, corporate PR about teamwork and making history is worse than useless on the shop floor.The workers brought their usual cynicism to T5, Harper said. "But with that site, within, if not fortyeight hours, a week maximum, everybody had bought into the philosophy of T5. Because they could see T5 was implementing what they said they would do." It started with the on-site facilities. "It was just something mind-boggling," Harper told me, sounding amazed even now. "The guys had never seen this. The toilets, the showers, the canteens were the best I've ever seen on any site I've worked on in the world They were fantastic."...Harper said. "If guys had wet gloves, they only had to take them back to the store and they got a fresh pair of gloves. If they had a scratch on the glasses and couldn't see properly, they'd take the glasses back, and they were changed. Guys weren't used to this. This was totally new to them. On other jobs, they told you, 'If you're not happy with the glasses or whatever, buy your own.' " These may sound like small things to outsiders, but as Harper pointed out, for workers they are "massive, just massive. You set a man to work in the morning and you've put the things there that he wants, then you get a good day's work. You start them off in a bad way, and you know the next eight to ten hours, it's going to be very difficult." Multiply that by thousands of workers and thousands of days, and you do indeed get something massive.T5's managers not only listened to workers, they consulted them, asking some to sit down with designers to explore how designs and workflows could be improved."
Cheguei ao fim do capítulo, desliguei o tablet e voltei ao Mondego ...
"Os militares denunciam "a entrada de água em dois momentos diferentes, falta de manutenção do único dos dois motores que equipam a embarcação, um dos três geradores de energia inoperacionais e diversas fugas de óleo", entre outros problemas."
E pensei, que excelente forma de criar um “A SINGLE, DETERMINED ORGANISM”.
BTW, nunca esqueço:
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