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What kind of harassment are you experiencing in your center?
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<blockquote data-quote="soberups" data-source="post: 426686" data-attributes="member: 14668"><p>Dealing with UPS management is a lot like dealing with an alcoholic. When we care about the alcoholic...or the company we work for...we are often unwilling to say "no" to them, or draw boundaries, or tell them the things they really need to hear. With the best of intentions, we slowly allow <u>their </u>problems to become <u>our</u> problems. We come home to the alcoholic passed out on the floor in a puddle of puke so we help them to bed, clean up the vomit, and do what we can to make them comfortable. In so doing we enable the behavior to continue because we prevent them from suffering the natural consequences of their actions. </p><p> </p><p>The perfect example of this at UPS is the driver who skips his lunch in order to avoid service failures on a route that UPS has made a business decision to overdispatch. He thinks he is doing the right thing and being "a team player" when in fact he is simply enabling management to continue their incorrect behavior because they never have to deal with the natural consequence of missed packages. Forcing management to deal with the reality of missed stops is sort of like stepping back and allowing the alcoholic to wake up on the floor with vomit in his hair....it isnt pretty but it is often the only way to draw attention to the reality of the problem and motivate them to make different choices.</p><p> </p><p>UPS is quite fond of placing impossible and utterly ridiculous expectations upon its people. Once you have notified your management that there is a problem, and it has become obvious that they have no intention of solving it, then you must simply allow the situation to fail so that the consequences of that failure become so painful that your management will be forced to deal with the problem instead of continuing to ignore it.</p></blockquote><p></p>
[QUOTE="soberups, post: 426686, member: 14668"] Dealing with UPS management is a lot like dealing with an alcoholic. When we care about the alcoholic...or the company we work for...we are often unwilling to say "no" to them, or draw boundaries, or tell them the things they really need to hear. With the best of intentions, we slowly allow [U]their [/U]problems to become [U]our[/U] problems. We come home to the alcoholic passed out on the floor in a puddle of puke so we help them to bed, clean up the vomit, and do what we can to make them comfortable. In so doing we enable the behavior to continue because we prevent them from suffering the natural consequences of their actions. The perfect example of this at UPS is the driver who skips his lunch in order to avoid service failures on a route that UPS has made a business decision to overdispatch. He thinks he is doing the right thing and being "a team player" when in fact he is simply enabling management to continue their incorrect behavior because they never have to deal with the natural consequence of missed packages. Forcing management to deal with the reality of missed stops is sort of like stepping back and allowing the alcoholic to wake up on the floor with vomit in his hair....it isnt pretty but it is often the only way to draw attention to the reality of the problem and motivate them to make different choices. UPS is quite fond of placing impossible and utterly ridiculous expectations upon its people. Once you have notified your management that there is a problem, and it has become obvious that they have no intention of solving it, then you must simply allow the situation to fail so that the consequences of that failure become so painful that your management will be forced to deal with the problem instead of continuing to ignore it. [/QUOTE]
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