Mike and Robin, I have been doing the practical observation/conversation training with staff. A number of issues have surfaced during the training. (Basically, the training is working as it should.) I have been explaining to the leaders the importance of following up on what staff tell us during the sessions. Some of the ESH issues, I have assigned to myself rather than letting them percolate up through management, because I want to show by example how the process should work and I often know the quickest path to an answer. (Mike, you have one such issue from me pending regarding the status of fixing the in-floor receptacle covers.) Today's session with EVS was the most extraordinary animated discussion of any of the previous training sessions. Despite the fact that the session was supposed to be four people interviewing one, after awhile it turned into a free-for-all of asking each other opening questions. From a learning to communicate point of view, the training was very successful, but the hard part is now trying to resolve what came out. Several management and operations issues came out that need both more division level discussion and ALD guidance and probably ALD Office push to get to the stage of resolution or impasse. The issue are not all new, but clearly, if they have been heard before, any solutions are not obvious to staff, or are still simply not there: 1. EVS leaders are either managing or participating in very large portfolios of projects.(The person we interviewed was managing or participating in eight projects; he was not an isolated example.) They are stressed from multiple deadlines overlapping and high demands on their time. However, they are all aware that it is not advisable for the division to refuse work, because you may never hear from a potential long term client again. The result is a high stress level in trying to keep everyone happy. How then to mitigate the stresses? 2. There is no formal training program when staff move into management. They are just dumped into the role and expected to perform as managers or supervisors. Because they are excellent scientists or engineers, does not necessarily follow they immediately become effective managers or leaders. All in the room agreed this was a strange way to operate. Most agreed that even a half or full day of management training could help to explain some management principles and Argonne's expectation for managers. In addition, we discussed ways the division might improve its process for orienting new staff to the various business ways, such as WFO contracts are done. 3. The reward or award system at Argonne is more by the numbers than concerned with recognizing extraordinary effort. We do have awards, such as Pacesetters, but staff are told that, even though they deserved to be awarded, they could not be accommodated because each Division is only allowed a couple of awards per year. What other kinds of ways can we recognize well done work? 4. An ESH related issue came up regarding better orientation for new staff on the safety expectations and responsibilities that Argonne expects of all staff. The staff in the room all recognized that we need to make it clear that safety is an individual's responsibility here. Even though ESH related, this is a much bigger issue and is related to the kinds of things that Todd Conklin will be talking about the next two days. Dave Gartman, who was one of the participants in the meeting suggested that these be discussed at a CELS DD meeting. I said I would put that idea forward. Discussion at the DD meeting might work to set the stage for further discussion and action items, but these issue have a number of facets that no single meeting is going to resolve. However something definitely need to be addressed, if this observation/conversation is really going to work as it must. Gary Dyrkacz Computing, Environment & Life Sciences ALD ESH Representative Bldg 240 Rm: 4125 Ph: 2-7478 FAX: 2-6333