Disdain and How to Overcome It 8

[Panther140]

Hello all,
I have been working in a lab for a year and half now. I am young and I am less experienced than all of the guys that have been here (20+ years in most cases). To put it in perspective: Last week, I was introduced to a visitor by the manager, who told the visitor "This is (insert my name here), he's new!"

I am young and generally less knowledgeable than the experts around me. However, I look at things differently than most people, and I have sufficient intelligence to use that trait an advantage in some cases. I learn things quickly and I frequently make connections that others do not see. I am one of the only technicians here who is currently capable of working with the new control software and data processing software that we have. I found something that had been overlooked during the evolution of this in-house software. It is an important detail that I have confirmed is not operating properly, and I discovered it through very detailed documentation and luck. I have documented cases of this happening. It is important data that needs to be precise, but I can't get anybody to listen to me. Nobody will give me enough time to communicate this phenomena to them. I have tried in several emails and in-person conversations. The emails are not responded to, and the conversations are ended quickly when they happen in person.

My immediate goal is to have somebody above me at least investigate it. I cannot seem to get that far, and I do not have authorization to make the correction myself.


My long term concern is that I think this situation is indicating some deeper issues. If I were to make the correction, it would be WWIII in my department whether I was right to do so or not. If I don't make the change, we have false data, which is very bad and expensive regardless of how incorrect the data is. We cannot have any inherited errors in the data other than typical measurement error. This could be very expensive, but nobody will investigate. Is this disdain or negligence? What can I do about these deeper issues, like disdain?

Thank you for your time

"Formal education is a weapon, whose effect depends on who holds it in his hands and at whom it is aimed." ~ Joseph Stalin

 

[rotw]

Panther140,

Take a good step back. Just do what you are expected to do.
When you are 100% sure of your finding, backed by facts - then report it low profile and then back off. Means have this recorded, don't aim more than this.

Ignore the attitude of the other guys and expand your own horizons (have a hobby, side activity). So zoom out to a point where all this becomes a tiny point on your landscape. So easy to manage....this the good news.

Less good news is that your description is part of a bigger and more chronic problem. Not all people are equally equipped in terms of the soft skills that allow us to behave quite "naturally" in low profile mode. On the long run it's tougher than we realize to gain the necessary wisdom for changing our mind. It can make your professional career painful as you may be a good guy and that may be enough but you may also become unlucky and come across mad people and then it becomes a different story.

Don't take it personally, just think about it.

Regards

 

[Panther140]

trackandbus, I do discover a lot of "interesting but not relevant things". I know what those things are very well. This error that I found has been corrected in the system. Our balls would've been in a vice if it were not found by anybody besides an in-house employee. It was a hard pill to swallow, but everybody involved was able to maintain dignity and improve the process once it was finally unanimous and obviously considered a flaw.

The issue hasn't been talked about since the correction was made, but I noticed a consistent increase in positive treatment that I receive from my coworkers.

After bringing the error to the attention of others, I got the feeling that they thought it was benign. I tracked it and discovered how frequently it happened. I made a brief report of each instance that it happened. I used a lot of pictures and made the magnitude of it so easily understood that I believe a kindergarten class would've been in consensus that it wasn't right.

I didn't use emotional appeals. I didn't use interjections. I presented facts. If the issue was disregarded by the other party, I would try to figure out which logical fallacy they were using. Most commonly, it was an appeal to probability. That is easy to combat with facts on the frequency of it actually happening in a sample pool.

I might be a rookie in this field, but these guys are rookies to having me around. Oh.. and I have some exciting prospects for a position with a team that I have gelled with very well. We'll see where that goes, but I'd love to take the position when it can be officially declared and completed.






"Formal education is a weapon, whose effect depends on who holds it in his hands and at whom it is aimed." ~ Joseph Stalin

 

[1gibson]

Now for the hard part, never mention it again. Make it as painless as possible for others to incorporate your suggestions for improvement, once that is done you move on. Save the "I told you so" for recurring issues that have not been addressed, and even then use them sparingly. Wait until someone says "how could this happen" and have the answer immediately on hand. Blame procedures and systems, don't point fingers at people. The procedures and systems are much easier to fix anyway.

 

[truckandbus]

Great news! Well handled.

 

[Panther140]

1gibson, that is good advice. I wont point fingers, use the past as a personal attack, or even gossip about coworkers. I don't care about climbing the ladder or being snobby. My main motivator is not competition or money. I like finding cunning solutions, making new connections, and driving divergent innovation.

"Formal education is a weapon, whose effect depends on who holds it in his hands and at whom it is aimed." ~ Joseph Stalin