Taiwanese are often described as people who "don't shed tears until they see a coffin." Only after a tragedy do they become aware of the harm caused by their usual heedlessness and then it is too late. What is even more unfortunate is the fact that they forget the lessons of the tragedy as soon as their tears dry, paving the way for an endless cycle of disaster, tears, recrimination and vows of reformation.
In two decades, China Airlines (CAL) has, on average, had a major accident every three and a half years. The China Aviation Development Foundation (CADF,
But China Airline's problems are not the result of recent changes -- they are the accumulation of over half a century of complacency and mismanagement. Only if the horrendous disaster last Saturday can actually bring about a thorough reform of the airline will there be a chance that tears will not be shed so frequently in the future.
It is not a question of just replacing the chairman or president. The real problem with CAL is its corporate culture and an organizational model that is a monstrous hybrid between government and private enterprise. Ever since its inception, China Airlines has grown alongside the ROC air force -- whose top brass get important positions in the company after they retire while fighter pilots almost automatically join the company after finishing their military careers.
As a result, the problems that exist as a result of the air force's hierarchy contaminate CAL's corporate culture. For example, air force flight crews consider themselves far superior to the maintenance personnel, who in turn feel above communications people. Military etiquette also stresses unswerving obedience to senior colleagues, as well as fostering a camaraderie that encourages people to help conceal each other's derelictions.
Naturally, such a corporate culture does not adapt very well to the pluralistic values of civilian society nor to profit-driven modern business concepts. China Airlines can't hope to make a comeback unless its militarized culture is fundamentally overhauled. The company needs to be thoroughly privatized and its personnel appointment system -- which has long acted as a channel for political reward -- should be thoroughly revamped. At the same time, the government should end its interference in the company and allow the infusion of modern management into the organizational structure.
There is no reason why the DPP government should shoulder the baggage from the KMT era lock, stock and barrel. There is no reason why the government shouldn't insist on a bold reform of CAL. The company must undergo public scrutiny and move toward normalization, systematization and professionalism.
Only then will the meaning and value of the 2000 political transition not be lost. Only then will we be spared the sorry sight of a pile of coffins -- as well as the tears shed for the victims -- every couple of years.
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