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    The Unwritten Laws of Engineering
    The Unwritten Laws of Engineering
    The Unwritten Laws of Engineering
    Ebook78 pages43 minutes

    The Unwritten Laws of Engineering

    By James G. Skakoon

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    About this ebook

    This new, second edition of the 1944 classic serves as a crucial compilation of "house rules," or a professional code. It addresses three areas: what the beginner needs to learn at once; "laws" relating chiefly to engineering executives; and purely personal considerations for engineers. Packed with contemporary examples, this new volume is a must for those entering the engineering field or those interested in improving their professional effectiveness. Key additions and changes have been included for today’s engineers, and this edition is written in a style more familiar to today’s readers.
    LanguageEnglish
    PublisherASME Press
    Release dateJul 31, 2019
    ISBN9780791861974
    The Unwritten Laws of Engineering

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      Book preview

      The Unwritten Laws of Engineering - James G. Skakoon

      Introduction

      The originating author of this book, W. J. King, recognized that failings in personal and administrative conduct, rather than technical shortcomings, were the biggest obstacles to success in his engineering department. He and his associates got into more trouble violating rules of professional conduct than by breaking the well-documented laws of science.

      But no guidelines for professional behavior appeared to have been written at the time, so King wrote some, collecting them into a scrapbook for use as a professional code by his department. That was the beginning of the laws presented here.

      The laws in this book are organized into three chapters, each with a distinct theme. The first chapter highlights tips especially helpful for engineers just starting their careers, but useful for seasoned veterans as well. The second is aimed toward department managers and team leaders. It focuses on managing people and projects, but non-managers will gain valuable insight from the chapter into the challenges that confront their supervisors. The third is a look at personal issues such as career growth, personal development, and professional ethics.

      These laws are more than theoretical. They are derived from the experience of King and his colleagues, and have been supplemented, confirmed, and updated by the experience of others. They apply, at least in part, to every organization.

      Many laws are generalizations to which exceptions will occur in special circumstances. There is no substitute for good judgment, and vigorous initiatives may be needed in emergencies. Blindly adhering to rules and red tape is itself a breach of professional conduct.

      However obvious and trite the laws appear, their violation is responsible for much of the frustration and embarrassment suffered by engineers everywhere. Even if you take little natural interest in these principles, you can further your career by contemplating them at least a little.

      PART I

      WHAT THE BEGINNER NEEDS TO LEARN AT ONCE

      IN RELATION TO THE WORK

      However menial and trivial your early assignments appear, give them your best efforts.

      Many young engineers feel that the minor chores of a mundane project are beneath their dignity and unworthy of their college training. They expect to prove themselves in some vital enterprise. But the spirit and effectiveness with which you execute your first assignments will be carefully watched and may affect your entire career.

      You might worry about where your job is taking you—whether it is weighty enough—and you should not take this consideration lightly. But by and large, if you take care of your present job, the future will take care of itself. Employers and managers constantly search for competent people to move into more responsible positions. Your chances for advancement will be enhanced more by doing a great job on a minor detail than a mediocre job as a project leader. Furthermore, if you do not make a good showing on your present assignment, you will not likely be given the opportunity to try something more to your liking.

      Demonstrate the ability to get things done.

      This quality is achieved by various means depending on the circumstances, but three key characteristics stand out:

      1.Initiative, expressed in the energy to start things and keep them moving.

      2.Resourcefulness and ingenuity, by finding ways to accomplish the desired result.

      3.Persistence and tenacity, to persevere in spite of difficulties, discouragement, or indifference.

      Otherwise brilliant engineers are sometimes lacking in the last, which noticeably reduces their effectiveness. They are known as good starters but poor finishers. Don’t take him too seriously, people will say, He’s all steamed up over that idea today, but by tomorrow will have dropped it for some other wild notion. If a job has any merit, it may be worth finishing, just for the sake of finishing it.

      In carrying out a project, do not wait passively for others to deliver on their promises; go after them and keep after them, relentlessly, if needed.

      This is one of the first things a new engineer needs to learn when entering the business world. Many novices assume that it is sufficient to make a request or place an order, then sit back until the goods or services are delivered. Most jobs progress in direct proportion to the follow-up applied to them. Make a habit of expediting every activity by planning, watching, and facilitating every step in

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