Inheriting the Future
Observations on the evolving role of middle management within the Australian gaming industry; a paper co-authored by Michael Ferris and Andrew MacDonald.
By Andrew MacDonald, Senior Executive Casino Operations
and Michael Ferris
Adelaide Casino, 1995
Introduction and Terminology | Pit Boss – Caretaker or Policeman | Mental Models | “If It Isn’t Broken – Don’t Fix It” | Pioneers Versus Settlers | The Challenge of Change | Bridging the Gulf between the Theoretical and the Practical | From Personal Realm to Professional Sphere | Means of Selection for Promotion | The Formation of Particular Management Structures | The Impact of Promotion upon Candidates Themselves | The Criteria for Selection | Unified Professional Ethic | Pit Boss Job Description | Code Of Ethics (Noblesse Oblige) | The Company Mission Statement | Empowerment of Staff | Implementing Change | The Human Consequences of Change | Walking Backwards into the Future | Bibliography |
The Straw Effect suggests that one must first suck out negative tendencies and then allow the positive qualities to naturally rise up and replace them. There is little point pumping in positive ideals through seminars for example whilst the negative holds sway. Put simply, the best way to become more positive is to be less negative. Through the consultative measures outlined above, the Casino was successful in divesting change of its potentially negative image and replacing it with a promising positive response which was forthcoming from most members of middle management. By stripping the process of doubt and uncertainty, any possible feelings of resentment or bewilderment have by and large been circumvented.
Although these first stages of change were generally positively accepted by the Casino’s middle management, for a small number of individuals, a slow agonising panic was experienced. Some likened it to clambering dutifully up the ladder of success, only to come to the at times shocking realisation that the ladder is leaning up against the wrong wall. This sense of stress and disorientation has been witnessed in almost every company or industry introducing reform.
“Three major sources of increased stress and pressure are commonly found in major change programmes increased responsibility increased conflict and increased uncertainty. Change itself is not in question but those who will be taking part in it is.”
The sense of loss associated with change is often akin to having invested entirely in shares known as “Years in the Business”, only to discover that these shares have been dramatically devalued overnight. The dilemma is whether to dump these investments immediately and buy into new ideas, or to cling to them in the hope that their value may some day be restored. Every effort should be made to ensure that these professional assets retain some degree of validity, because a middle manager who considers themselves professionally bankrupt may become completely demoralised and will not function effectively.
The Casino has endeavoured to cushion the traumatic effects of change and to provide a counselling safety net, because “team terror could be eliminated if management implemented change in a way that supported people in the change process and addressed their basic human fears and needs.” On the other hand, it is also necessary to resign ourselves to the fact that there may inevitably be lumps in the porridge, with mental inertia causing a few individuals to steadfastly refuse to participate in this process. As a result, some casualties may occur.
