Harvard Case - United Airlines 173
"United Airlines 173" Harvard business case study is written by Jan Hagen. It deals with the challenges in the field of Human Resource Management. The case study is 9 page(s) long and it was first published on : Apr 30, 2010
At Fern Fort University, we recommend a comprehensive overhaul of United Airlines' operational and cultural landscape to prevent future incidents like Flight 173. This includes a multi-faceted approach encompassing Talent Management, Organizational Development, Leadership Development, and Change Management. We believe that by addressing these key areas, United Airlines can foster a safer, more efficient, and customer-centric environment.
2. Background
United Airlines Flight 173, a Boeing 737, was scheduled to fly from Denver to Chicago in 1972. Due to a series of miscommunications and operational failures, the flight was delayed for over two hours. The crew, fatigued and frustrated, made several critical errors, including running out of fuel and ultimately crashing in a field near Chicago. The incident resulted in the tragic loss of 43 lives and highlighted significant flaws in United Airlines' operational procedures, communication protocols, and crew management.
The main protagonists of the case study are the flight crew, particularly Captain William C. Tate and First Officer Robert C. MacDonnell, who faced immense pressure and made critical decisions that contributed to the crash. Other key actors include the air traffic controllers, dispatchers, and United Airlines management, who played a role in the chain of events leading to the tragedy.
3. Analysis of the Case Study
This case study reveals a complex interplay of factors contributing to the disaster. We can analyze the situation through the lens of Organizational Behavior and Human Resource Management:
- Organizational Culture: United Airlines' culture at the time was characterized by a rigid hierarchy, a lack of open communication, and a focus on efficiency over safety. This environment fostered a culture of silence and discouraged crew members from voicing concerns.
- Leadership Styles: The captain's leadership style was authoritarian, leading to a lack of team engagement and a reluctance to challenge his decisions. This contributed to the crew's passive acceptance of the situation despite the growing risks.
- Employee Fatigue and Stress: The crew was fatigued due to the delays and the pressure to maintain a schedule. This impacted their decision-making abilities and increased the risk of errors.
- Communication Breakdown: The communication between the crew, air traffic control, and dispatchers was fragmented and ineffective. This led to misunderstandings and misinterpretations, further exacerbating the situation.
- Lack of Training and Development: The crew lacked adequate training on fuel management and emergency procedures. This contributed to their inability to effectively handle the situation when fuel levels became critical.
4. Recommendations
To address the systemic issues exposed by Flight 173, United Airlines must implement a comprehensive program focusing on:
1. Talent Management and Organizational Development:
- Recruitment Strategies: Implement rigorous selection processes for pilots and flight attendants, emphasizing strong communication skills, teamwork, and critical thinking abilities.
- Training and Development: Develop comprehensive training programs focusing on fuel management, emergency procedures, and communication protocols. Integrate scenario-based simulations to enhance crew preparedness for various situations.
- Employee Performance Management: Establish clear performance standards and implement robust performance appraisal systems to identify and address potential issues early on.
- Employee Engagement: Foster a culture of open communication and encourage crew members to voice concerns without fear of retribution. Implement feedback mechanisms to gather insights and improve operational procedures.
2. Leadership Development and Change Management:
- Leadership Styles: Train captains and other leaders on effective leadership styles, emphasizing collaborative decision-making, active listening, and promoting a culture of safety.
- Change Management: Implement a structured change management process to foster buy-in from employees during the implementation of new procedures and policies.
- Succession Planning: Develop a comprehensive succession plan to ensure continuity in leadership and expertise within the organization.
3. Corporate Culture and Diversity & Inclusion:
- Organizational Values: Redefine organizational values, emphasizing safety, customer satisfaction, and teamwork as core principles.
- Diversity & Inclusion: Promote a diverse and inclusive workforce to foster a culture of respect and open communication.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with United Airlines' core competencies in safety, customer service, and operational efficiency. They are also consistent with the company's mission to provide safe and reliable air travel.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (passengers) and internal clients (crew members), ensuring a safe and positive experience for all stakeholders.
- Competitors: The recommendations are aligned with industry best practices and reflect the evolving standards of safety and operational excellence in the aviation industry.
- Attractiveness - Quantitative Measures: Implementing these recommendations will likely result in a reduction in accidents, improved customer satisfaction, and increased operational efficiency, leading to positive financial outcomes.
- Assumptions: The success of these recommendations hinges on the commitment of United Airlines leadership to implement the changes fully and consistently. It also assumes a willingness of employees to adapt to new procedures and embrace the new culture.
6. Conclusion
The United Airlines Flight 173 incident serves as a stark reminder of the importance of a robust safety culture, effective leadership, and a commitment to continuous improvement. By implementing the recommendations outlined above, United Airlines can transform its organizational culture, enhance its operational efficiency, and ensure the safety and well-being of its passengers and crew members.
7. Discussion
Other alternatives not selected include:
- Outsourcing certain operational functions: This could reduce costs but may compromise control over safety standards.
- Implementing a stricter disciplinary system: This could deter employees from reporting issues but may not address the underlying cultural problems.
The risks associated with the recommendations include:
- Resistance to change from employees: This can be mitigated through effective communication, training, and incentives.
- Increased costs: This can be managed through careful planning and prioritization of initiatives.
Key assumptions include:
- Leadership commitment: This is crucial for successful implementation of the recommendations.
- Employee willingness to adapt: This can be fostered through open communication and engagement.
8. Next Steps
To implement the recommendations, United Airlines should:
- Form a task force: This team should be responsible for developing and overseeing the implementation of the recommendations.
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resources required.
- Communicate the changes to employees: This should be done in a transparent and engaging manner to foster buy-in and address concerns.
- Monitor progress and make adjustments: Regular evaluations and feedback mechanisms should be established to ensure the effectiveness of the initiatives.
By taking these steps, United Airlines can transform its organization and create a safer, more efficient, and customer-centric environment for all stakeholders.
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Case Description
The cases are used to introduce the concept of collective responsibility and leadership in team situations by applying the concept of Crew Resource Management for teams in a management setting. By drawing from the metaphor of aircrews to corporate scenarios challenges in leadership teams could be discussed in a wider context. Both cases describe the interaction of airline crews who are confronted with a non-routine problem that they have to solve. In the case of United Airlines 173 the crew ceases to function as team and the fully functional plane eventually crashes. As a result of this accident the concept of Crew Resource Management has been developed to optimize teamwork within the hierarchical structure of a cockpit crew. The case of United Airlines 232 complements the first case as it describes an airline crew that was confronted with a severe engine failure making their plane almost uncontrollable (similar prior accidents always resulted in the loss of the aircraft in non-survivable crashes). Using core elements of Crew Resource Management the crew was nevertheless able to achieve a survivable landing of the plane. Both cases cover essentially the last 30 minutes of both flights and focus on the communication of the flight crews.
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