Jaybird180
Final Approach
The work I do is driven by policy but I have some leeway with judgment and experience in doing my job. Sometimes, policies conflict.
Some time ago, I instructed someone on how to do a task and they followed my instruction to the letter. My instructions were based on the policies of our parent organization and our smaller organization. These policies as written, my verbal instruction and the implementation were congruous.
My supervisor in reviewing the work took issue. I agreed that it was an issue and explained why it was done that way and showed the specific lines in the policy that gave rise to my instruction. We then disagreed and it was sent up the chain for resolution.
The person that got involved was the writer of our org's policy. Instead of admitting that the policy was flawed, I had to go back and tell the person to do it a different way (an arduous process) and hoped that I didn't get push-back (because the only leg I had to stand on was a verbal ruling on the INTENT of the policy).
The flaw in the policy was to blame for the conflict and not my instruction nor the task implementation. This happens often where I work. As the junior to the junior totem-pole holder, I take the hit.
I have a meeting with a senior person 3 levels above me (and above everyone in this story) who heard about the policy conflict and invited me to a private meeting (for another purpose, related but only incidentally). I would like to use the opportunity at this meeting to suggest a concept of 'separation of powers', much like our 3-branch government. The intent is to promote a culture that encourages better policy when flaws are identified.
Any suggestions on making this sales pitch?
Some time ago, I instructed someone on how to do a task and they followed my instruction to the letter. My instructions were based on the policies of our parent organization and our smaller organization. These policies as written, my verbal instruction and the implementation were congruous.
My supervisor in reviewing the work took issue. I agreed that it was an issue and explained why it was done that way and showed the specific lines in the policy that gave rise to my instruction. We then disagreed and it was sent up the chain for resolution.
The person that got involved was the writer of our org's policy. Instead of admitting that the policy was flawed, I had to go back and tell the person to do it a different way (an arduous process) and hoped that I didn't get push-back (because the only leg I had to stand on was a verbal ruling on the INTENT of the policy).
The flaw in the policy was to blame for the conflict and not my instruction nor the task implementation. This happens often where I work. As the junior to the junior totem-pole holder, I take the hit.
I have a meeting with a senior person 3 levels above me (and above everyone in this story) who heard about the policy conflict and invited me to a private meeting (for another purpose, related but only incidentally). I would like to use the opportunity at this meeting to suggest a concept of 'separation of powers', much like our 3-branch government. The intent is to promote a culture that encourages better policy when flaws are identified.
Any suggestions on making this sales pitch?
