Some of you may consider this a stretch.
Strategic narratives are compelling storylines that can explain events convincingly and from which inferences can be drawn. Alternatively, these are an interlocking framework of truths that explain how a conflict came to be, where it is going, and how it should be argued and described. Take for instance, 9/11. Strategic narratives were offered at the time, and in 2003, 75 percent of Americans polled supported our response and the attack on Iraq. Four years later, 58 percent of the participants from the same poll said it was a mistake. From a militaristic view the discourse on the event failed after time, and you may conclude the public’s perception of the war was not managed correctly. In the same light it is suggested corporations must build authentic narratives that make people want to belong. The relationship between customers and a corporation must be something more than exploitation by the corporation to get what they want. It has to satisfy the vision of what they are and what they want to be. A company’s actions become declarations of its narrative and a corporation needs to show that at the end of the day this fits where the community wishes to go.
Where am I going with this? I suggest that a thought out properly planned and initiated strategic narrative needs to be created for a maintenance technician association. If personnel in the business of maintaining aircraft wish to be treated in accordance with the stature these persons perceive themselves to deserve, then they must send this message as group, much like businesses or political machines, in order to corral others to join and gain the support of those outside their field. One of the best examples I have read of the success of using a narrative is Apple vs. Microsoft. Apple — as represented by Steve Jobs — is perceived as the little guy, a hard-working underdog that many of us can identify with. Conversely, Microsoft — in the person of Bill Gates — represents, whether he likes it or not, a robber baron, much like Carnegie or Rockefeller, no longer an ideal. The latter does not lead to where a majority of Americans want to see us going.
A strategic narrative will act as a focus for those inside and outside the association. The narrative will forcefully tell what the association is all about. It should, by its very spirit, draw others in the industry to join and support it.
Two more items:
As a follow up to my blog last week I would like to add a statement. Much like we would not look with favor on a vendor selling us a product he knows he can’t deliver, I think it is unconscionable for PAMA to continue to solicit dues from its members. The association was on the edge of failure before SAE saved them. Is there any difference between then and now? This will only serve to further the technician’s dissatisfaction with his profession.
Finally, in anticipation of being charged with bias and having retired from FlightSafety International after more than 30 years of service, I am glad to be able to congratulate them for “giving back” to the industry. They have recently announced that technicians and pilots that have been laid off this year will be able to continue to use the FSI programs to maintain currency at no charge. Yes, as you would expect, there are stipulations and rules associated with this offering, but, by and by, FSI should receive proper credit for this service to its clients and to the overall community.