Chapter II. What Goes Wrong and How to Make It Right
Minneapolis, October 2009. Two Northwest Airlines pilots overflew the Minneapolis airport by 110 miles as more than a dozen air traffic controllers in three locations tried desperately to reach them. Meanwhile, the North American Aerospace Defense command had four fighter jets on runway alert to intercept the plane. What went wrong? Drinking in the cockpit? On the contrary, the pilots missed their destination because they were busy on their personal computers trying to learn the scheduling system of their company's new owner, Delta Airlines.
A random event? Surely, but combinations immerse employees in untold numbers of unfamiliar tasks involving new policies, systems, and procedures. In this ...
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