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Show Times 0 Hilltop 25. 2002 5 July Group communication guides team problem-solvin- g, ing experience. Employees seem to appreciate that attitude and try harder not to let it happen again. Another key Erdman uses is periodic appraisals. Every employee gets at least two per year, wherein they have a good chat about how they are doing, what's going well and where improvements need to be made. Erdman also asks employees for process improvement ideas. He helps employees identify their career goals and identify the path and means to achieving those goals. Afterward, employees know pretty well how they stand and what they need to do to get to where they want to be. "If you don't rely on your people to provide you with information and ideas," Erdman says, "how can you know what the problems are or how best to fix them?" The People Enabling Guidelines in the AFMC Strategic Han say that all employees should be treated with value and respect The reason Erdman's approach works so well is because it demonstrates to employees that he values and respects them, their insights and abilities. As a result, they are more willing to come forth with the ideas and information needed to solve their problems. Then, like most human beings, they want to prove themselves worthy of the respect and trust shown them. And they have. Erdman said he hasn't al ways known the best ways to supervise or develop a team, but he's attended various management classes, and tries to implement what he's learned. He hopes others can learn from his approach. by David Ft Larsen Organizational Health Center director t The first step any manager or supervisor needs to take to improve organizational health and productivity is to identify what a healthy, optimally productive organization looks like, and how it got that way. Fortunately, we have some excellent examples of that here at Hill AFB. e 5 TEVENS-HENABE- vl I 1 - n. basis, and hear their concerns regarding work or home, especially those who seem to be struggling. If he can't answer their questions or help, he tries to refer them to those who can. In short, he shows a genuine interest in each of them. He shows he cares and they seem to appreciate and respond to that He also likes to joke and laugh with them as wefl. His employees work with hazardous materials and complex weapon systems, and that seems to help relax them, and may even promote creativity as well as morale. When they do meet their goals or employees have significant accomplishments Erdman tries to appropriately recognize and reward their efforts, usually with time off awards. When things don't go as desired he asks rather than writing them up "What can we learn from this?," so every mistake can at least be a learn COLLEGE R CNA PROGRAM There has never been a better time to start your medical career Program includes: j a r SF-. r-- ; Rill Motile Service I Off Your Installation WhUe YouWait All books and supplies All fees (lab, library, Only 5 weeki! Picrr-- Refhceegnt (Certified Nurses Assistant) M ; I During our recent Maintenance Standardization Evaluation Program inspection one of the most outstanding organizations recognized in Air Force Materiel Command was a Aircraft Directorate Composite Repair Branch Team, led by Dennis His group exceeded AFMC standards in nearly every cateand showed remarkable teamwork, creativity and effectiveness gory, in addressing unit challenges. Moreover, his organization is further distinguished by few grievances or other personnel problems or complaints. In a recent interview, Erdman was asked what enabled his team to do so we 1L He said one key was group problem solving. He noted that he tries to get with his employees on a regular basis to ask them for their input on the problems they see, and how these can best be addressed When possible solutions or ideas are presented, he tries as often as possible to use their ideas. Then as they move ahead, they tweak the plan or process as they go. Daily, Erdman tries to talk with employees on a more personal Erd-ma- I i " lul LtlT lltf Cell: 721-586- 4 451-713- 451-668- 627-001- CLEARFIELD 737-006- 6 0 LAYTO.N S25-OGO- O 3 , VOpmMon.-Fri.&-6- Sat 479-006- 665 N. Main Clearly the Best" 0 TTUJUUnilllU NORTH OGDEN OGDEN parking) inclusive (801) Fax: (801) INSPECTION any Advertised Price student services, Call today... classes are filling up fast! Cynthia Williams FRE SAFETY Cn We WIS Meet or Beat Insurance Deductible 6 IIAFB West Gate, Exit 338 9--6 J48b4rl4.11-0- 3 1 mmm ! 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A new hangar with an aircraft parking apron and a parking lot is proposed for the 419th Combat Logistics Support Squadron (CLSS) and a new training structure is proposed for the 419th Munitions Squadron. Based on the results of the EA, the proposed action will not have any significant adverse effects on the human environment or any of the environmental resources described in the EA. Therefore, an insurance of a FONSI is appropriate and preparation of an Environmental Impact Statement is not necessary. A copy of the document detailing the proposal is available for public examination at the NEPAweb page httpem.hill.af.milconservationNEPAindex.htrn. Comments will be accepted until August 26, 2002. 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