Bringing adversaries together: The importance of a common management-level approach in complex work domains

Abstract

Ensuring smooth operation of an airport is a complex task with many stakeholders involved that have to work together closely in order to achieve optimal results. In particular, the field of security control harbors diverging interests of different entities that share responsibility for secure and timely flights. These entities usually comprise governmental organizations (e.g., legislative authorities, police) and private companies (e.g., airport operators, private security companies). Due to conflicting interests between these entities, managers might perceive each other as adversaries rather than as partners for collaboration. To our knowledge, the present report is the first one to relate procedure and results of a fruitful collaboration on management level between representatives of these different entities at an airport, including a governmental organization as the executive, i.e., carrying out the security control, and a private company (the airport operator). In the setting of the security control at a large European airport, the Productivity Measurement and Enhancement System (ProMES) methodology [1] was chosen to identify stakeholders in the security control process as a first step in order to be able to define their interests, demands, and needs in a second step. Subsequently, justified demands were grouped and categorized into six goal domains. For each goal domain, key performance indicators were developed. Last but not least, the indicators were prioritized by weighing their relevance against each other in order to resolve conflicting interests. This process can be rather quick and efficient provided it is well prepared and monitored. It is further suggested to have an independent facilitator supervise and moderate the process. This study highlights the importance of bringing together high level managers of different organizational entities with a systematical approach in order to pave the way for good cooperation in complex work domains. As a result, s- akeholders and demands can be identified, conflicting demands can be discussed, and priorities set. Subsequently, those guidelines can be handed over to the next lower level in the organizational hierarchy. Supervisors on this next level can then define goals for their respective domains using the guidelines provided by the management