Because I occasionally fly United Airlines, I received an email from Oscar Munoz, CEO at United Airlines that illustrates an often missed step in the culture cycle. Here is what he said in his email, “Earlier this month, we broke that trust when a passenger was forcibly removed from one of our planes. It happened because our corporate policies were placed ahead of our shared values. Our procedures got in the way of our employees doing what they know is right.”
So, here is the culture cycle. Pay close attention to step 3.
- We hold beliefs and assumptions, about the way we see the world.
- We connect behaviors to those beliefs and assumptions.
- We test those behaviors against the reality of consequences.
- The behaviors that survive the test become our customs and rituals.
We can say we hold values of integrity, honesty, fairness. We can even define behaviors connected to those beliefs like courtesy, listening, understanding another’s viewpoint. But, somewhere along the line, for the crew on that United Airlines flight, they had learned that NOT following the rules ended in a reprimand. They attempted to displace four passengers for four crew trying to meet a schedule in another city. That was the rule. Had they not followed the rule, they knew there would be hell to pay, a write-up in their employee file, a graveyard shift, a demotion or skipped promotion. They knew that defined behavior of courtesy would never stand up against the reality of consequences.
So, someone got dragged out the door. Based on the settlement with the passenger, it would have been cheaper to purchase four Tesla automobiles for each of the four flight crew and ask them to drive instead of displacing the four passengers.
And right about now, every employee at United Airlines is confused about what to do in spite of what Munoz says.