Influence of Psychological Factors on Product Development: Lessons from Aerospace and other Industries

421 Pages·2004·7.99 MB·English

by  Eginaldo Shizuo Kamata (auth.)

INFLUENCE OF PSYCHOLOGICAL FACTORS
ON PRODUCT DEVELOPMENT
Influence
of Psychological
Factors on Product
Development
Lessons from Aerospace
and other Industries
by
Eginaldo Shizuo Kamata
KLUWER ACADEMIC PUBLISHERS
NEW YORK,BOSTON, DORDRECHT, LONDON, MOSCOW
eBookISBN: 0-306-48079-4
Print ISBN: 1-4020-0807-4
©2004 Kluwer Academic Publishers
NewYork, Boston, Dordrecht, London, Moscow
Print ©2002 Kluwer Academic Publishers
Dordrecht
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We shall not cease from exploration
And the end of all our exploring
Will be to arrive where we started
And know the place for the first time.
Through the unknown, remembered gate
When the last of earth left to discover
Is that which was the beginning;
At the source of the longest river
The voice of the hidden waterfall
And the children in the apple-tree
Not known, because not looked for
But heard, half-heard, in the stillness
Between two waves of the sea.
Quick now, here,now, always
A condition of complete simplicity
(Costing not less than everything)
And all shall be well and
All manner of thing shall be well
When the tongues of flame are in-folded
Into the crowned knot of fire
And the fire and the rose are one.
T. S. Eliot, Little Gidding, 1944
To my Origins
v
Contents
Contents vii
Acknowledgments xiii
Foreword by Eberhard Ulich xv
Summary xvii
1 1
QUALITY OF PRODUCT DEVELOPMENT 1
1.1 Introduction 1
1.1.1 Quality, soft factors and the aerospace industry 15
1.1.2 Objective of this book 21
1.2 Information for the reader 22
1.2.1 Learning from failures 22
1.2.2 From the past to the future 23
1.2.3 Introductory note for engineering professionals concerning data
from social studies 26
1.2.4 Nomenclature 27
1.2.5 Notation 30
2 33
HISTORICAL CONTEXT 33
2.1 Introduction 33
2.2 Social sciences 33
vii
viii Contents
2.3 Scientific methodology in engineering 44
2.4 Quality and reliability systems 50
2.5 Project management 62
2.6 Skunk Works 71
2.7 Simultaneous engineering 74
2.7.1 Successes and failures 74
2.7.2 Learning effect 77
2.7.3 Focus on technical aspects 79
2.7.4 Role of information technologies 80
2.7.5 Influence of human issues 84
2.7.6 One more aspect to consider 86
2.8 Concluding remarks 87
3 89
SHAPING THE DEVELOPMENT ENVIRONMENT 89
3.1 Modeling the complexity of R&D processes 89
3.1.1 Phase models 89
3.1.2 Process models 96
3.1.3 Search for the “one best way” vs. interaction theory 99
3.2 Project management approach 101
3.2.1 Network resolutions and the Tayloristic tendency 101
3.2.2 Time and cost estimation 103
3.2.3 Progress reporting 107
3.2.4 Uncertainty and the nature of management 110
3.3 Quality systems 111
3.4 Control of development 118
3.4.1 Technical issues 120
3.4.2 Product specifications 123
3.4.3 Checklists, references, workmanship standards 123
3.4.4 Non-technical issues 129
3.4.5 Semantic aspect of control 135
3.5 Autonomy 136
3.6 Design review 144
3.6.1 Basic idea 144
3.6.2 Implementation issues 146
3.7 Competition and its driving forces 151
3.8 Concluding remarks 157
Contents ix
4 159
INTRAPERSONAL FACTORS 159
4.1 Dirty-hands philosophy and the yardstick 159
4.2 Self-actualizers 165
4.2.1 Main characteristics ofinterest 166
4.2.2 Relevance to development activities 168
4.2.3 Collective orientation 170
4.2.4 Attitude andinformationprocessing 170
4.2.5 Problem centering 174
4.2.6 Self-actualizers in development 176
4.3 Fear and courage 177
4.4 Orientation to perceiving and solving problems 183
4.4.1 Problem avoidance 183
4.4.2 Automatic responsibility 185
4.4.3 Independent verificationand validation 186
4.5 Stress and performance 190
4.5.1 A brieffield report ofstress 190
4.5.2 Stress andcognition 192
4.5.3 Individualtolerance to stress 193
4.5.4 Coping with stress 194
4.5.5 Concluding noteson stress 196
4.6 Creative tension 197
4.6.1 Conflict andconflictsolving strategies 200
4.6.2 Pressure andchallenge 201
4.7 Concluding Remarks 206
5 209
INTERPERSONAL ASPECTS 209
5.1 Introduction 209
5.2 Advantages of developing in groups 211
5.2.1 Tasktypologyand group performance 211
5.2.2 Group performanceandtasktypes 213
5.2.3 Complementarity ofviewpoints and experience 217
5.2.4 Classical efforts to remove barriers 219
5.2.5 Voting andimportance ofthe minority 221
5.3 Group interaction 226
5.3.1 Critical support 226
x Contents
5.3.2 Member expertise and quality of group interaction 228
5.4 Achieving cooperation 230
5.4.1 Cooperation as a dynamic process 232
5.4.2 Improving communication 246
5.5 Effective participation 254
5.6 Pitfalls of the group approach 256
5.6.1 Time to interact 256
5.6.2 Barriers and boundaries 257
5.6.3 Groups and cognitive dissonance 260
5.6.4 Group pressure 261
5.7 Penetration and terrorizing 265
5.7.1 Penetration 265
5.7.2 Terrorizing 269
5.7.3 Main differences and dithering 273
5.8 Concluding remarks 274
6 277
SHAPING THE TASKS AND ASSOCIATED ROLES 277
6.1 Designing the job of designers 277
6.1.1 Job characteristics and job design 278
6.1.2 Task orientation and self-regulation 280
6.1.3 Individual and collective action self-regulation 281
6.1.4 Job enrichment and wholeness of tasks 282
6.1.5 Productdevelopment job analysis and design 284
6.1.6 Need for integrative functions 286
6.2 Roles of leadership 286
6.2.1 Isolated geniuses or teams of experts? 286
6.2.2 Leader orientation and problem solving 296
6.2.3 Leadership and the learning organization 301
6.3 Roles of quality professionals 302
6.3.1 Power of the law, the error and the culprit 304
6.3.2 Role of control 308
6.3.3 Quality leadership 309
6.3.4 Support 311
6.3.5 Independent evaluator 311
6.3.6 Normative role 315
6.3.7 Pathfinder role 316
6.3.8 Development partner role 317
6.3.9 Modern quality approaches 317
Contents xi
6.4 Redundancy in these two roles 322
6.5 Concluding Remarks 322
7 325
GENERALIZATION OR PARTICULARIZATION? 325
8 333
CONCLUDING REMARKS 333
8.1 General conclusions 333
8.2 Work-oriented versus technology-oriented 342
8.3 Evaluation systems 346
8.4 Two different time perspectives 347
8.5 No one best way 352
8.6 Principles to guide product development activities 353
Appendix 355
SCIENTIFIC APPROACH 355
A.1 Need for a scientific approach 355
A.2 Establishing the research method 356
A.2.1 Falseexpectations and assumptions 356
A.2.2 Data collection 356
A.2.3 Empiricism, plausibility and theories “in theory” 358
A.2.4 History of technology 361
A.3 Guidelines for the scientific-theoretical approach 363
A.3.1 Deductive vs. inductive connection 363
A.3.2 Narrative reviews and meta-analysis 364
A.4 Grounded theory and framework 366
A.5 Mainresearch fields and extent of research 370
A.6 Further nomenclature issues 371
A.6.1 Cooperation and participation 371
A.6.2 Design 373
A.7 Limitations and further research 373
References 377
Persons index 397
Index 402
xii Contents
Original terms and citations 409