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(February 2006) posted on Mon Feb 27, 2006

Popular films provide case studies for management staff training

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By Darek Johnson

Every once in a while, I trip over something that is slightly bizarre, but useful, such as this bit of information dealing with a new way of training staff. Having experienced myriad training sessions, I dread them as much as anyone does. But training -- especially training for people new to management or supervision -- is probably the most slighted, but necessary, effort a company can exert. Too often, companies promote someone to a supervisory position because he did well on the previous job (or because he is the least-expensive alternative), without providing training on how to deal with the people who will work for him. Unfortunately, this omission can cause a company to lose money in personnel because underlings, often quite competent ones, frequently quit due to a manager's "bossy" disposition. I've said this before. It is an employees' market right now, and bosses need to be nice to their people. When the pendulum swings the other way, you can go back to berating them. The worst training scenario may be attempting to train a rowdy group of signmakers that might dislike anything smelling of a classroom. Still, there may be times you'll want to teach staff management skills, or, at least provide the knowledge of how to deal with complex situations. Towards that end, Hartwick Humanities in Management Institute (Oneonta, NY) has done us a favor. The company offers Hollywood films, with case-study booklets, for employee-training sessions. Hartwick's telephone number is (607) 431-4952. Tell your HR person today and soon enjoy, perhaps for the first time, a training session. Here are some examples from Hartwick's catalog: Norma Rae: By pitting a male New York labor organizer with a Southern female textile worker, the film shows examples of male and female leadership and how groups deal with change. It also looks at empowerment and the effectiveness of charismatic leadership. Wall Street: This "double-dealing in the stock market" motion picture inquires about the ethics and behaviors of individuals and organizations in a capitalist society. Is it immoral or illegal if everyone is doing it? The movie questions the ethics of power, authority, organizational culture and conflict. The Hunt for Red October : Although dated, my favorite of Hartwick's teaching selection is a film based upon Tom Clancy's first book by the same name. My best introduction of it is by quoting, in part, a 1990 review quote by Washington Post staff writer Desson Howe: "It's December 1986 and Captain First Rank Marko Ramius, son of a Communist Party secretary and the Soviet Union's most trusted and revered submarine commander, is putting to sea with their newest and most powerful nuclear missile arsenal. This latest and greatest technological accomplishment of the Soviet system contains a revolutionary new ultra-quiet propulsion system that allows Red October to immediately shake loose the American attack submarine sent to shadow it. Once at sea, Ramius, in total contravention of his orders, sets course toward the East Coast of the United States and then disappears. What is he up to?" What is he up to? Ever asked that question about your competition? Sure. In Red October, it was Dr. Ryan's personal and intimate knowledge of the enemy commander that led to the United States' success. Simply put, Ryan had studied his opponent and, after consideration, accurately sensed what he was up to. Were business students to walk away from the film with no other remembrance than that, the film's viewing would be worthwhile. The central issue in the film is the individual leader's difficulty in changing his organization's direction. This situation is right out of your business strategy textbook: To change circumstances, leaders must overcome the ideological inertia -- or culture -- that keeps the group moving. The film clearly identifies how group culture influences the ability of an established organization to institute effective strategic changes. It also looks at senior management and its task in reshaping a firm's established culture. Also interesting is the filmmaker's metaphorical use of the deep-sea rescue vehicle (DSRV). In a business examination, this craft symbolically represents the modern turn-on-a-dime organization contrasted against the big guys, here seen as the difficult-to-maneuver nuclear submarines. The purpose of the DSRV, a tiny ship compared to the subs, is to do good, to rescue, contrasted with the mission of the death boats. Further, the DSRV can collaborate with vessels from every country. For business students and new managers, the lessons of the DSRV are those of adaptability and cooperation. My favorite recent film is The Patriot. Although Hartwick hasn't picked it up yet, the lesson is rather simple. Mel Gibson, once again, teaches us new ways to get even.