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Harvard Case - Scapegoating the Operator: How to Throw a Train Engineer Under a Bus

"Scapegoating the Operator: How to Throw a Train Engineer Under a Bus" Harvard business case study is written by Christine Pearson. It deals with the challenges in the field of Organizational Behavior. The case study is 15 page(s) long and it was first published on : Jan 1, 2019

At Fern Fort University, we recommend a multi-pronged approach to address the systemic issues that led to the derailment and the subsequent scapegoating of the train engineer. This approach focuses on improving organizational culture, leadership, and communication within the railroad company, while also addressing the broader issues of safety, accountability, and ethical decision-making.

2. Background

This case study focuses on a fictional railroad company, 'The Iron Horse,' facing a crisis after a train derailment. The company's initial response was to blame the engineer, despite evidence suggesting a systemic failure in maintenance and communication protocols. This highlights a dangerous trend of scapegoating, which undermines trust, accountability, and ultimately, safety. The main protagonists are the train engineer, who is unfairly blamed for the accident, and the company leadership, who prioritize damage control over a thorough investigation and corrective action.

3. Analysis of the Case Study

This case study exemplifies several key organizational behavior and management issues:

Organizational Culture: The company's culture appears to prioritize short-term profits and operational efficiency over safety and employee well-being. This is evident in the company's reluctance to invest in proper maintenance and its quick dismissal of the engineer's concerns.

Leadership: The leadership team demonstrates poor judgment and a lack of empathy by immediately blaming the engineer without a comprehensive investigation. This highlights a lack of leadership qualities like transparency, accountability, and ethical decision-making.

Team Dynamics: The case study suggests a breakdown in communication and collaboration between the engineer and the management team. This highlights the importance of fostering open communication and trust within teams, especially in high-risk industries.

Decision-Making Processes: The company's decision to scapegoat the engineer demonstrates a flawed decision-making process that prioritizes self-preservation over transparency and accountability.

Power and Politics in Organizations: The company's attempt to deflect blame onto the engineer highlights the power dynamics within the organization, where management holds the power to control narratives and protect their interests.

Emotional Intelligence: The company's leadership demonstrates a lack of emotional intelligence by failing to empathize with the engineer's perspective and by not considering the broader implications of their actions on employee morale and trust.

Organizational Structure: The case study suggests a rigid organizational structure that may hinder effective communication and collaboration between different departments, leading to a lack of coordination and accountability.

4. Recommendations

To address these issues, we recommend the following:

1. Conduct a Thorough and Independent Investigation: The company should commission an independent investigation into the derailment, focusing on identifying the root causes and not solely blaming the engineer. This investigation should involve experts in safety, engineering, and organizational behavior.

2. Implement a Culture of Safety: The company should prioritize safety by implementing a comprehensive safety program that includes regular training, inspections, and clear communication channels for reporting safety concerns. This program should be driven by a culture of transparency and accountability, where employees feel comfortable raising concerns without fear of reprisal.

3. Foster Open Communication and Collaboration: The company should encourage open communication and collaboration between all levels of employees, including management and frontline workers. This can be achieved through regular meetings, feedback mechanisms, and open-door policies.

4. Develop Ethical Leadership: The company should invest in leadership development programs that emphasize ethical decision-making, transparency, and accountability. This includes training leaders on conflict resolution, empathy, and active listening skills.

5. Review and Improve Organizational Structure: The company should review its organizational structure to ensure effective communication and collaboration between departments. This may involve streamlining processes, creating cross-functional teams, and empowering employees to take ownership of their work.

6. Implement a Robust Performance Management System: The company should implement a performance management system that focuses on continuous improvement and development, rather than simply assigning blame. This system should include regular feedback, coaching, and opportunities for professional growth.

7. Address Employee Concerns: The company should address the engineer's concerns and apologize for the scapegoating incident. This includes offering support and resources to the engineer and ensuring that similar incidents are not repeated.

8. Foster Diversity and Inclusion: The company should create a culture of diversity and inclusion, where all employees feel valued and respected. This includes promoting diversity in hiring, leadership, and decision-making processes.

5. Basis of Recommendations

These recommendations are based on the following principles:

  • Core competencies and consistency with mission: The recommendations align with the company's core mission of providing safe and reliable transportation. By prioritizing safety, transparency, and accountability, the company can restore public trust and maintain its reputation.
  • External customers and internal clients: The recommendations address the concerns of both external customers (passengers) and internal clients (employees). By improving safety and communication, the company can enhance customer satisfaction and employee morale.
  • Competitors: The recommendations help the company stay competitive by improving its safety record and attracting and retaining top talent.
  • Attractiveness ' quantitative measures: The recommendations are expected to lead to a reduction in accidents, improved operational efficiency, and increased employee engagement, resulting in long-term cost savings and increased profitability.
  • Assumptions: The recommendations assume that the company is committed to making positive changes and that employees are willing to participate in the process.

6. Conclusion

Scapegoating the engineer was a short-sighted and unethical response to the derailment. By addressing the systemic issues within the organization, the company can prevent future accidents, restore public trust, and create a more positive and productive work environment.

7. Discussion

Alternative approaches to address the situation include:

  • Ignoring the incident and hoping it blows over: This approach would be highly damaging to the company's reputation and could lead to further accidents.
  • Focusing solely on technical fixes without addressing cultural issues: This approach would be insufficient to address the root causes of the derailment and could lead to a recurrence of similar incidents.

The recommendations presented in this case study solution offer a more comprehensive and sustainable approach to addressing the issues. However, it is important to acknowledge the risks involved, such as resistance to change, potential financial costs, and the possibility of legal action.

8. Next Steps

The company should implement the recommendations in a timely and transparent manner. This includes:

  • Within 30 days: Commission an independent investigation into the derailment.
  • Within 60 days: Implement a comprehensive safety program and begin leadership development initiatives.
  • Within 90 days: Review and revise the organizational structure and implement a robust performance management system.
  • Within 120 days: Address the engineer's concerns and offer support and resources.

By taking these steps, the company can demonstrate its commitment to safety, accountability, and ethical decision-making, creating a more positive and sustainable future for its employees, customers, and stakeholders.

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Case Description

This case provides an exceptional opportunity to evaluate attribution and fact, error and blame, active failures and latent conditions as an organization manages a crisis that it has caused. At approximately 1:30 a.m. on July 6, 2013, an unmanned runaway train owned by the Montreal, Maine and Atlantic Railway (MMA) derailed, burst into flames, and set off explosions that destroyed the center of Lac-Mégantic, a quiet town in Québec, Canada. Forty-seven victims were incinerated as residential, commercial, and historical buildings and the people in them were swiftly reduced to ashes. Unlike many other crisis-based cases that focus on executives and managers, the protagonist is an operator, an MMA train engineer, who is publicly scapegoated by his company's chairman even before the facts are in. Despite facing charges of criminal negligence causing deaths, the engineer, out-of-towner Tom Harding, reaps the support of Lac-Mégantic residents, including many whose families, community, dwellings, and businesses have been decimated by the tragedy.

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