Fire-&-Safety-The-Capstone-Way

approach as weakness on the part of the supervisors. The environment is fragile, and is at risk when dealing with people problems within the Company. Supervisor's recommendations for disciplinary action should match the company’s expectations, and their approach should follow the established discipline procedure. Our supervisors are to use disciplinary action only when absolutely necessary to solve the problem. Disciplinary action should only be used for isolated, serious violations, or for a series of problems in which other tools have not been effective. A distinction should be made between malicious/intentional acts and mistakes or accidents. Also, disciplinary action should only be used in conjunction with other corrective measures designed to resolve the problem. In those situations where self- discipline breaks down and discipline must be imposed, the system will either improve, based upon the corrective action taken, or will be damaged by the scars left upon the members involved in the ordeal. Decisions relating to disciplinary actions are high-risk decisions and are subject to criticism internally and externally. They are reviewed by the members directly involved; other members of the Company who are not involved at all, peers, supervisors above the level that is taking the action, boards and tribunals, and perhaps the media and the public. Sometimes members, especially supervisors, complain about this, but it is reality and cannot be avoided. These are tough decisions, and must be treated as such. Mitigating circumstances should always be considered before a final decision is made on a disciplinary matter. As a supervisor, you may as well consider them, because everyone else that reviews your decision will. Taking short-cuts in the disciplinary process usually insures a negative result. A standard problem-solving approach can be taken in most situations involving misconduct or poor performance, and in doing so, the problem should be identified before a solution is developed. In other words, "avoid the ready-fire-aim approach" to discipline. Always look at perceived errors or omissions as “training opportunities, before recommending formal discipline. The Company owes it to its members to admit when it makes mistakes and should make every effort to make amends to its members. Members will understand that mistakes are made and accept the Companies efforts to amend the situation and vice versa. The Company owes it to its members to keep disciplinary proceedings confidential. This can avoid unnecessary embarrassment to the member and the Company. Confidential in this sense does not mean that nobody will ever find out about the incident, but only that investigators and supervisors will not be the ones who originally disclose it. The only promise that the Company can make along these lines, as previously mentioned, is that the initial disclosure can come from the member involved, a friend, or the media, but not the leaders handling the problem. It is important within our environment that we attempt to protect the confidentiality of the process and the integrity and self-esteem of the member. SUPERVISION AND LEADERSHIP The company's approach to achieving results is very important in the motivation of the members. We tend to take management by exception approach to managing our members because our members are exceptional people. The assumption that most of the members of the Company require close supervision and control is not accurate, and if acted upon, could

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