Originally Posted by
tsquare
Interesting analogy. bUTch Jones' philosophy in rebuilding Tennessee football to it's former level has been "brick by brick". He now has the foundation. We will build upon that with great recruiting, and continuing to schedule hard opponents. He has never simply stated "we are gonna win." Team 118 will build on the foundation we now have. dALPA is doing the same. brick by brick.
You're confusing a prediction with an objective. Nobody intends to lose... well, maybe with the exception of DALPA.
Originally Posted by
tsquare
You, on the other hand have yet to supply me with a strategy other than continually repeating your objective. Set goals. Make a statement. I get it, but neither is a strategy. I am asking what YOU would do to get us from your goal/objective statement to one of realizing those goals.
I have some ideas, but it would be foolish to post them here. Whether you like it or not, it's going to have to start with an objective and then design a plan to achieve the objective. Management has had 10 years to bask in the luxury of substantially lower pilot costs. We've given them every reason to believe that's not going to change going forward and that labor risk is off the table. (Seems like I saw a quote about that recently.
) That is not something they will give up easily. Restoration is not going to happen with a big group hug, a round of kumbaya, and a box of Kleenex. But I think there are things that can be done professionally and respectfully... preferably without looking like a bunch of blue collar union thugs with an embarrassing giant rat on display.
Originally Posted by
tsquare
And I do not believe for a second that you would be satisfied if dALPA came out and made the simple statement that "restoration" was our objective.
Well you're right about that! It's not enough to just say it. You have to mean it! It has to really be your objective, which means your plan and strategies are designed to achieve it. Just as an example, those strategies would NOT include the president of our organization saying that we have mature, good contracts already and that radical overhauls aren't in the cards. THAT would be an example of what NOT to do... if you're objective is restoration.