Federal Aviation Administration
How can competitors collaborate to design critical solutions
?

In 1984, the airlines industry had already approached and passed the point of crisis. Government regulations and labor unrest were a few of the daunting challenges the industry was facing. The current system was coming to a painful, grinding halt. As the systems integrator, the FAA had responsibility for revamping outmoded regulations and supporting a high standard of consumer convenience and safety.

The major airlines and other U.S. air carriers were losing and angering many customers due to delays, and losing even more in revenue because of the problems. The problems were blamed on the U.S. air traffic control process, but the roots of the problem between the FAA and the airlines industry and between the rival airlines themselves — were so embedded that no one could see how any solution could be created that satisfied all the players involved.

The Deputy Administrator of the FAA invited MG Taylor to facilitate a DesignShop® event for the airlines industry. Two DesignShop events were held a week apart, one for one day and one for three days. Forty participants, from both large and small airline companies, collaborated with FAA officials to design the future of the airline industry. The FAA was able to create cooperation and collaboration of information among airlines like never before. And designed a solution that distributed landing slots more efficiently for the airlines and decreased delays by 50% in less than 120 days.

"A DesignShop event, hosted with trepidation by the FAA, produced previously-unimaginable cooperation and sharing of information between airlines, and an unprecedented win-win solution that allocated landing slots more efficiently."Leaping the Abyss: Putting Group Genius to Work, by Gayle Pergamit & Chris Peterson.

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