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The Quakers have an excellent approach to thinking through difficult problems, where a number of intelligent and responsible people must work together. They meet as equals, and anyone who has an idea speaks up. There are no parliamentary procedures and no coercion from the Chair. They continue the discussion until unanimity is reached. I want you guys to do that. Get in a room with no phones and leave orders that you are not to be disturbed. And sit there until you can deal with each other as individuals, not as spokesmen for either organization.
When doing a job — any job — one must feel that he owns it, and act as though he will remain in that job forever. He must look after his work just as conscientiously, as though it were his own business and his own money. If he feels he is only a temporary custodian, or that the job is just a stepping stone to a higher position, his actions will not take into account the long-term interests of the organization. His lack of commitment to the present job will be perceived by those who work for him, and they, likewise, will tend not to care. Too many spend their entire working lives looking for the next job. When one feels he owns his present job and acts that way, he need have no concern about his next job.
The academic-reactor designer is a dilettante. He has not had to assume any real responsibility in connection with his projects. He is free to luxuriate in elegant ideas, the practical shortcomings of which can be relegated to the category of "mere technical details." The practical-reactor designer must live with these same technical details. Although recalcitrant and awkward, they must be solved and cannot be put off until tomorrow. Their solution requires manpower, time and money.
One must permit his people the freedom to seek added work and greater responsibility. In my organization, there are no formal job descriptions or organization charts. Responsibilities are defined in a general way, so that people are not circumscribed. All are permitted to do as they think best and to go to anyone and anywhere for help. Each person is then limited only by his own ability.
As a guide to engineering ethics, I should like to commend to you a liberal adaptation of the injunction contained in the oath of Hippocrates that the professional man do nothing that will harm his client. Since engineering is a profession which affects the material basis of everyone’s life, there is almost always an unconsulted third party involved in any contact between the engineer and those who employ him — and that is the country, the people as a whole. These, too, are the engineer’s clients, albeit involuntarily. Engineering ethics ought therefore to safeguard their interests most carefully. Knowing more about the public effects his work will have, the engineer ought to consider himself an “officer of the court” and keep the general interest always in mind.
Require rising standards of adequacy.
Be technically self-sufficient.
Face facts.
Respect even small amounts of radiation.
Require adherence to the concept of total responsibility.
Develop the capacity to learn from experience.
It is said that a wise man who stands firm is a statesman, and a foolish man who stands firm is a catastrophe.
An academic reactor or reactor plant almost always has the following basic characteristics: (1) It is simple. (2) It is small. (3) It is cheap. (4) It is light. (5) It can be built very quickly. (6) It is very flexible in purpose. (7) Very little development will be required. It will use off-the-shelf components. (8) The reactor is in the study phase. It is not being built now.
On the other hand a practical reactor can be distinguished by the following characteristics: (1) It is being built now. (2) It is behind schedule. (3) It requires an immense amount of development on apparently trivial items. (4) It is very expensive. (5) It takes a long time to build because of its engineering development problems. (6) It is large. (7) It is heavy. (8) It is complicated.
Nature is not as forgiving as Christ.
Any one detail, followed through to its source, will usually reveal the general state of readiness of the whole organization.
The Devil is in the details, but so is salvation.
Though Rickover quoted this, he did not claim to be the author of the statement. Using it in "The World of the Uneducated" in The Saturday Evening Post (28 November 1959), he prefaces it with "As the unknown sage puts it..." — It has sometimes been attributed to Eleanor Roosevelt, but without definite citation.
In greek mythology, Antaeus was a giant who was strong as long as he had contact with the earth. When he was lifted from the earth he lost strength. So it is with engineers. They must not become isolated from the real world...
Responsibility is a unique concept... You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you... If responsibility is rightfully yours, no evasion, or ignorance or passing the blame can shift the burden to someone else. Unless you can point your finger at the man who is responsible when something goes wrong, then you have never had anyone really responsible.
Develop the capacity to learn from experience.
What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense — none of which can be taught in a classroom... Human experience shows that people, not organizations or management systems, get things done.
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