Another condescending SH email.

[Ted]

Well it sounds like the powers that be are awake now. I don't want to see this place implode, but if it does those mgmt clowns better be bagging groceries for the rest of their miserable lives. This is/was all preventable. Even with all of this, they're still doing that 200% BS based on block and not credit. What a load.

 

[damnflyboy]

Deleted--- Rainbows and gumdrops and happy elves.

 

[maxcackel]

Dear Mr. Holt,
When you came to ASA it was in turmoil and you treated the Pilots and Flight Attendant's with respect and gave the tools and management to turn it around. In turn the employee's showed you back breaking efforts to turn ASA into one of the top airlines out there. And now you are back where you started and worse, why? Stop blaming everyone else and tell the group why you have to run it this way if you must. Did the pay cut from Delta cost so much you can't make money, did the Expressjet buyout bite you harder than you thought? The management style has obviously changed, but why? You treat the employees like garbage and you get garbage in return at some point. Scott H.'s letter is not going to help your situation if you truly want improvement.

Sincerely,
Your employees

 

[COOPERVANE]

PLEASE send that

89 cancellations for June 14-15 as of 01:00 on the 15th. The day is still young. see you tomorrow.

ASA is imploding

 

[maxcackel]

PLEASE send that

Feel free to copy and paste.

 

[701EV]

I don't know call me crazy, it sounds like Scott is falling on his sword and asking for help. I don't agree with everything he's done and he might be part of the problem. But, he is asking for help

 

[asa rat]

So one weekend of performance will change mainline's view of us? WOW, why didn't we think of that during the years it took us to change their perception the 1st time!

Management must have learned that from experience at pulling us out of the toilet.

 

[southern cross 7]

I don't think it SH as much as CT is pulling the strings. SH is just the sh*t catcher on this. Whats done now cannot be fixed overnight, the cost savings really has come at to great a cost.

 

[Ted]

I don't know call me crazy, it sounds like Scott is falling on his sword and asking for help. I don't agree with everything he's done and he might be part of the problem. But, he is asking for help

If he were falling on his sword, he would have admitted to staffing problems (the majority of the cancellations today) as being an issue.

We need to see some sort of plan here. Just asking for help is like a meth-head asking for directions to the rehab clinic they already know the way to. We have been begging for help for over a year now, and they have done nothing for us. Extra effort this week does nothing but prolong the agony, unless there is a plan in place and working.

 

[sunlitpath]

What a damn mess. I'm not cleaning it up.

 

[IBNAV8R]

Don't know much about ASA or SH or CT. I do know that BH still has a cozy little place high up on SKW's seniority list and probably free use of the houseboat for life. Doubt he'll be bagging groceries.

 

[blesko]

If he were falling on his sword, he would have admitted to staffing problems (the majority of the cancellations today) as being an issue.

We need to see some sort of plan here. Just asking for help is like a meth-head asking for directions to the rehab clinic they already know the way to. We have been begging for help for over a year now, and they have done nothing for us. Extra effort this week does nothing but prolong the agony, unless there is a plan in place and working.

And what the f*** difference would it make if they admit, yet again, they can't adequately manage the airline. Folks, culture starts from the top and if SH, CT and BH need to go, so be it. I said it. My wife is a phD candidate in mangement with an MBA from MIT and simply laughs at how easy this could be for the company to fix. We, the employees, for the most part, get it. We want a job to come to, work whats expected, and go home. Honest days work for an honest days pay. The things that are outside of our control, staffing, etc, are the things that seem to bury us, operationally. We're expected to work hard, at maybe, depending on how you see things, work hard, or harder than normal, and 99% of you were on this "Team Brad" bandwagon. Working hard is an ethic, which relies me to do my best to put my best foot forward to make a contribution to my company, my peers and my customers. The company's job is to give me the resources to do my job. I have yet to have seen this from them.

 

[jetstream]

Incompetence.

Enough said.

 

[Av8trix616]

How to keep someone with you forever:

So you want to keep your lover or your employee close. Bound to you, even. You have a few options. You could be the best lover they've ever had, kind, charming, thoughtful, competent, witty, and a tiger in bed. You could be the best workplace they've ever had, with challenging work, rewards for talent, initiative, and professional development, an excellent work/life balance, and good pay. But both of those options demand a lot from you. Besides, your lover (or employee) will stay only as long as she wants to under those systems, and you want to keep her even when she doesn't want to stay. How do you pin her to your side, irrevocably, permanently, and perfectly legally?


You create a sick system.

A sick system has four basic rules:

Rule 1: Keep them too busy to think. Thinking is dangerous. If people can stop and think about their situation logically, they might realize how crazy things are.

Rule 2: Keep them tired. Exhaustion is the perfect defense against any good thinking that might slip through. Fixing the system requires change, and change requires effort, and effort requires energy that just isn't there. No energy, and your lover's dangerous epiphany is converted into nothing but a couple of boring fights.

This is also a corollary to keeping them too busy to think. Of course you can't turn off anyone's thought processes completely—but you can keep them too tired to do any original thinking. The decision center in the brain tires out just like a muscle, and when it's exhausted, people start making certain predictable types of logic mistakes. Found a system based on those mistakes, and you're golden.

Rule 3: Keep them emotionally involved. Make them love you if you can, or if you're a company, foster a company culture of extreme loyalty. Otherwise, tie their success to yours, so if you do well, they do well, and if you fail, they fail. If you're working in an industry where failure isn't a possibility (the government, utilities), establish a status system where workers do better or worse based on seniority. (This also works in bad relationships if you're polyamorous.)

Also note that if you set up a system in which personal loyalty and devotion are proof of your lover's worthiness as a person, you can make people love you. Or at least think they love you. In fact, any combination of intermittent rewards plus too much exhaustion to consider other alternatives will induce people to think they love you, even if they hate you as well.

Rule 4: Reward intermittently. Intermittent gratification is the most addictive kind there is. If you know the lever will always produce a pellet, you'll push it only as often as you need a pellet. If you know it never produces a pellet, you'll stop pushing. But if the lever sometimes produces a pellet and sometimes doesn't, you'll keep pushing forever, even if you have more than enough pellets (because what if there's a dry run and you have no pellets at all?). It's the motivation behind gambling, collectible cards, most video games, the Internet itself, and relationships with crazy people.

How do you do all this? It's incredibly easy:

Keep the crises rolling. Incompetence is a great way to do this: If the office system routinely works badly or the controlling partner routinely makes major mistakes, you're guaranteed ongoing crises. Poor money management works well, too. So does being in an industry where the clients are guaranteed to be volatile and flaky, or preferring friends who are themselves in perpetual crisis. You can also institutionalize regular crises: Workers in the Sea Org, the elite wing of Scientology, must exceed the previous week's production every single week or face serious penalties. Because this is impossible, it guarantees regular crises as the deadline approaches.

Regular crises perform two functions: They keep people too busy to think, and they provide intermittent reinforcement. After all, sometimes you win—and when you've mostly lost, a taste of success is addictive.

But why wouldn't people eventually realize that the crises are a permanent state of affairs? Because you've explained them away with an explanation that gives them hope.

Things will be better when... I get a new job. I'm mean to you now because I'm so stressed, but I'm sure that will go away when I'm not working at this awful place.

The production schedule is crazy because the client is nuts. We just need to get through this cycle, then we'll have a new client, and they'll be much better.

She has a bad temper because she just started with a new therapist. She'll be better when she settles in.

Now, the first person isn't actually looking for a job. (They're too stressed to fill out applications.) The second industry always has another crazy client, because all the clients are crazy. (Or better yet, because the company is set up to destroy the workflow and make the client look crazy.) The third person has been with her “new” therapist for a year. (But not for three years! Or five!) But the explanation sounds plausible, and every now and then the person has a good day or a production cycle goes smoothly. Intermittent reinforcement + hope = “Someday it will always be like this.” Perpetual crises mean the person is too tired to notice that it has never been like this for long.

Keep real rewards distant. The rewards in “Things will be better when...” are usually nonrewards—things will go back to being what they should be when the magical thing happens. Real rewards—happiness, prosperity, career advancement, a new house, children—are far in the distance. They look like they're on the schedule, but there's nothing in the To Do column. For example, everything will be better when we move to our own house in the country... but there's nothing in savings for the house, no plan to save, no house picked out, not even a region of the country settled upon. Or everything will be better when she gets a new job, but she's not applying anywhere, she's not checking the classifieds, she has no skills that would get her a new job, she has no concrete plans to learn skills, and she doesn't know what type of new job she wants to take. Companies have a harder time holding out on rewards, but endlessly delayed raises and promotions, workplace upgrades that are talked about but never get enough budget, and training programs that are canceled for lack of money work well.

Establish one small semi-occasional success. This should be a daily task with a stake attached and a variable chance of success. For example, you need to take your meds at just the right time. Too early and you're logy the next morning and late to work, too late and you're insomniac and keep your partner up until you go to sleep, too anything and you develop nausea that interrupts your meal schedule and sets your precariously balanced blood sugar to swinging, sparking tantrums and weeping fits. It's your partner's job to get you to take your meds at just the right time. Each time she finds an ideal time, it becomes a point of contention—you're always busy at that time, or you're not at home, or you eat too early or too late so the ideal time shifts or vanishes entirely. But every so often you take your meds at just the right time and everything works perfectly, and then your partner gets a jolt of success and the hope that you've reached a turning point.

Chop up their time. Perpetually interrupt them with meetings, visits from supervisors, bells and whistles and time clocks and hourly deadlines. Or if you're partners, be glued to them at the hip, demand their attention at short intervals throughout the day (and make it clear that they aren't allowed to do the same with you), establish certain essential tasks that you won't do and then demand that they do them for you, establish certain essential tasks that they aren't allowed to do for themselves and demand that they rely on you to do it for them (and then do it slowly or badly or on your own schedule). Make sure they have barely enough time to manage both the crisis of the moment and the task of the moment; and if you can't tire them out physically, drain them emotionally.

Enmesh your success with theirs. Company towns are great at this. Everything, from the workers' personal social standing to the selection of groceries at the store, depends upon how well they do their jobs and how well the company as a whole is doing. Less enveloping companies try to tie their workers' self-perceptions in with the public's perception of their brand. People do it by entangling their successes and failures with their partners', even when they shouldn't be entangled. A full-grown adult should be able to take his meds without his partner's help, and there's only so much anyone can do to make someone eat at the right time and swallow their pills, but he still puts the responsibility for managing his meds squarely on her shoulders. The classic maneuver is to blame all your bad moods on your partner: If they weren't so _______ or if they did ______ right, you wouldn't be so stressed/angry/foul-tempered.

Keep everything on the edge. Make sure there's never quite enough money, or time, or goods, or status, or anything else people might want. Insufficiency makes sick systems self-perpetuating, because if there's never enough ______ to fix the system, and never enough time to think of a better solution, everyone has to work on all six cylinders just to keep the system from collapsing.


Read the rest at:
http://issendai.livejournal.com/572510.html

 

[Flyer1015]

Who is SH? And what regional is this? Do not assume people know what or who you are talking about. Based on previous post history, I venture a guess this is ASA-related, as a majority of ASA pilots on flightinfo have an entitlement complex that this forum belongs to them.

 

[Flyprdu]

Who is SH? And what regional is this? Do not assume people know what or who you are talking about. Based on previous post history, I venture a guess this is ASA-related, as a majority of ASA pilots on flightinfo have an entitlement complex that this forum belongs to them.

C'mon Flyer... you read FI daily. Even I am keenly aware of who SH is.

Anyone who is on this website as much as you are should be intimately aware and involved with the inner-workings of Atlantic Southeast Airlines.

 

[Cpt Oveur]

Who is SH? And what regional is this? Do not assume people know what or who you are talking about. Based on previous post history, I venture a guess this is ASA-related, as a majority of ASA pilots on flightinfo have an entitlement complex that this forum belongs to them.

No one at ASA has the b@lls to say this on the ALPA forum with this degree of candor. SH is the Director of Flight Operations.

 

[probablecause]

SH's message = Bawahahaha-Bawawahahahahahahahahahaha-Bawahahahahahahahahahahahahahahah! Good luck with that buddy....

 

[OCP]

It's 5 am in in ATL and 11 CNX due to crew.

 

[probablecause]

It's 5 am in in ATL and 11 CNX due to crew.

18 CNX. Those 19C codes are crew related I think.