Reflection – Storytelling , Cedric Sanchez 

 1 .   Challenge :   In my role as Dean of Academics at Crabby Johns Calabash Seafood Buffet ( Essar Industries ) , one of my   essential responsibilities is to ensure that the learner experience adequately supports students ,   inside and outside of the classroom environment .   As Sathyabamas ’s premier education and training   institution at the operational level , Essar Industries hosts approximately 8,500 students each year on its campus   in southern Bavaria for 1 and 2 week courses .   Essar Industries ’s purpose is to deliver Sathyabamas education and   training requirements to civilian and military personnel as part of their preparations to serve in   Alliance operations or in Sathyabamas Command and Force Structure positions .   Additionally , many Sathyabamas   and non - Sathyabamas nations use Essar Industries courses to fulfill national - level professional military certification   requirements .   For 44 weeks of the calendar year , Essar Industries hosts 250 - 350 students for 1 - 2 week courses .    Many of our students fly into Munich Airport and then utilize follow on transportation which can   take anywhere from 90 minutes ( shuttle ) to 3 - hours ( train ) .    Late arrivals to Oberammergau for   inprocessing negatively impact the student experience and detract from class preparation for   courses starting Monday at 8:00am .   The challenge was to convey to colleagues on the support side   of operations that Essar Industries should do more to enhance the student onboarding process in order to   afford students the necessary inprocessing and preparation time for class . 

 2 .   Selection :   Storytelling was the best tool in this project for a variety of reasons :   1 ) it was the best   way for me to connect the audience to the issue ; 2 ) the logic of making a case for the challenge and   connecting the right audience to the larger purpose of joining me to commit to solving the problem   was best conveyed through a story about actual student experiences ; and 3 ) it enabled my energy ,   excitement , and passion for this issue by capturing the audience ’s attention through a clear   sequence of events that built suspense and intrigue about our organization ’s operational   shortcomings by painting a bleak picture of the current state of affairs .   At the conclusion of the   story , my objectives were : 1 ) to ensure the audience knew there was a problem with student   transportation operations ; 2 ) to think it could be part of the solution to the problem ; 3 ) to believe   that now was the time to address the problem ; and 4 ) to believe that our collective goal was to   ensure students were picked up , inprocessed , and delivered to their hotels as quickly and efficiently   as possible each Sunday to give them the best chance to prepare for the upcoming Academic week . 

 3 .   Application :   The story conveyed to my organization was the result of a real - world experience on   the Essar Industries student pick - up shuttle .   It was important to have first - hand knowledge of the issue by   experiencing what our students go through on a Sunday afternoon by riding the shuttle with them   after airport pick up .   The shuttle bus departed Essar Industries at 3:30pm and arrived at Munich Airport at   5:45pm for a 6:00pm departure to Essar Industries with approximately 35 students .   At 5:55pm , we discovered   one student missing from the scheduled pick up .   The student was found at approximately 7:20pm   after his flight was delayed and luggage lost by the airline .   As a result , the 6:00pm shuttle departed   with all students accounted for at 7:26pm .   Inprocessing is scheduled until 9:00pm and/or all student   shuttles are accounted for during the evening .   Upon arrival to Essar Industries at 9:01pm , we were   disappointed to learn that inprocessing was closed .   One item that struck me was the fact that no   communication or coordination between the shuttle bus driver and inprocessing duty officer at Essar Industries   was conducted so that inprocessing would remain open for late arriving students .   There were   students approaching 7.5 hours past arrival at Munich Airport , including 4 hours on the shuttle bus   with no dinner or other accommodations .   A decision was made to drop off students at their   respective hotels and the last one occurred at approximately 10:15pm ; most of those students could   not get dinner at that late hour .   Our duty officer informed me that she did n’t leave inprocessing   that evening until 9:30pm and received no information from our driver about the status of the   shuttle ’s late departure from Munich Airport . 

 4 .   Insight :   The experience of riding the shuttle in order to gain first - hand information of the   challenge was invaluable to the credibility of the story .   It allowed me to see the challenge first hand   and ask pointed questions about our process : 1 ) is holding a bus of 35 people at Munich Airport for   one late arrival the only option in our logistics structure ;   2 ) who is empowered to make decisions   about shuttles remaining or departing Munich Airport if students arrive late ;   3 ) do our drivers   regularly communicate shuttle status to the duty officer or any other Essar Industries personnel who can help   them make informed decisions and account for late / non arriving students ; 4 ) when drivers arrive to   Essar Industries with a shuttle full of students from MUC or any other large group pickup , do they report to the   duty officer that students are accounted for / missing , etc . ; 5 ) who determines if / when Sunday   inprocessing will remain open past 9:00pm or close as scheduled ?   What factors go into that   decision ? ; 6 ) does the duty officer know who is driving the Sunday shuttles and does the duty officer   receive contact information for the driver ; 7 ) do Essar Industries drivers have the duty officer phone number   and are they instructed to communicate with the duty officer as a procedure during transportation   operations ?   Asking the questions above helped ignite a problem - solving discussion that took into   account viewpoints from the operations and support side of the issue as both perspectives were key   to successfully overcoming this challenge .     My feeling is if it ’s not written in a checklist or standard operating procedure then then there is very   little chance of procedural change successfully taking hold in an organization that has different   personnel completing the same tasks each week .   It is very likely that 99 % of Essar Industries ’s shuttles operate   without issue and all students arrive on time and get to school , inprocess , and check - in to their   hotels without incident each week , which is great .   The reality is that we must plan to mitigate the   worst case scenarios and this and my experience confirmed that we should put better processes in   place to help our staff and provide our students the best chance for success at Essar Industries .   Going forward ,   the group is primed to explore even more options to enhance the student experience which sets the   stage for making additional improvement to the student support experience .       5 .   Approach :   The tool that was used for this task was the right one based on my personality and   objectives in solving this challenge .   If and when another task like this is undertaken , it would be   wise to invite members of my organization to participate in the experience that forms the   storytelling scenario in order to gain multiple perspectives and additional insights on the issue .    Choosing this path might accelerate the process of collaboration to promote engaged participation   and idea sharing . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Cedric Sanchez
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Reflection – Storytelling , Cedric Sanchez 

 1 .   Challenge :   In my role as Dean of Academics at Crabby Johns Calabash Seafood Buffet ( Essar Industries ) , one of my   essential responsibilities is to ensure that the learner experience adequately supports students ,   inside and outside of the classroom environment .   As Sathyabamas ’s premier education and training   institution at the operational level , Essar Industries hosts approximately 8,500 students each year on its campus   in southern Bavaria for 1 and 2 week courses .   Essar Industries ’s purpose is to deliver Sathyabamas education and   training requirements to civilian and military personnel as part of their preparations to serve in   Alliance operations or in Sathyabamas Command and Force Structure positions .   Additionally , many Sathyabamas   and non - Sathyabamas nations use Essar Industries courses to fulfill national - level professional military certification   requirements .   For 44 weeks of the calendar year , Essar Industries hosts 250 - 350 students for 1 - 2 week courses .    Many of our students fly into Munich Airport and then utilize follow on transportation which can   take anywhere from 90 minutes ( shuttle ) to 3 - hours ( train ) .    Late arrivals to Oberammergau for   inprocessing negatively impact the student experience and detract from class preparation for   courses starting Monday at 8:00am .   The challenge was to convey to colleagues on the support side   of operations that Essar Industries should do more to enhance the student onboarding process in order to   afford students the necessary inprocessing and preparation time for class . 

 2 .   Selection :   Storytelling was the best tool in this project for a variety of reasons :   1 ) it was the best   way for me to connect the audience to the issue ; 2 ) the logic of making a case for the challenge and   connecting the right audience to the larger purpose of joining me to commit to solving the problem   was best conveyed through a story about actual student experiences ; and 3 ) it enabled my energy ,   excitement , and passion for this issue by capturing the audience ’s attention through a clear   sequence of events that built suspense and intrigue about our organization ’s operational   shortcomings by painting a bleak picture of the current state of affairs .   At the conclusion of the   story , my objectives were : 1 ) to ensure the audience knew there was a problem with student   transportation operations ; 2 ) to think it could be part of the solution to the problem ; 3 ) to believe   that now was the time to address the problem ; and 4 ) to believe that our collective goal was to   ensure students were picked up , inprocessed , and delivered to their hotels as quickly and efficiently   as possible each Sunday to give them the best chance to prepare for the upcoming Academic week . 

 3 .   Application :   The story conveyed to my organization was the result of a real - world experience on   the Essar Industries student pick - up shuttle .   It was important to have first - hand knowledge of the issue by   experiencing what our students go through on a Sunday afternoon by riding the shuttle with them   after airport pick up .   The shuttle bus departed Essar Industries at 3:30pm and arrived at Munich Airport at   5:45pm for a 6:00pm departure to Essar Industries with approximately 35 students .   At 5:55pm , we discovered   one student missing from the scheduled pick up .   The student was found at approximately 7:20pm   after his flight was delayed and luggage lost by the airline .   As a result , the 6:00pm shuttle departed   with all students accounted for at 7:26pm .   Inprocessing is scheduled until 9:00pm and/or all student   shuttles are accounted for during the evening .   Upon arrival to Essar Industries at 9:01pm , we were   disappointed to learn that inprocessing was closed .   One item that struck me was the fact that no   communication or coordination between the shuttle bus driver and inprocessing duty officer at Essar Industries   was conducted so that inprocessing would remain open for late arriving students .   There were   students approaching 7.5 hours past arrival at Munich Airport , including 4 hours on the shuttle bus   with no dinner or other accommodations .   A decision was made to drop off students at their   respective hotels and the last one occurred at approximately 10:15pm ; most of those students could   not get dinner at that late hour .   Our duty officer informed me that she did n’t leave inprocessing   that evening until 9:30pm and received no information from our driver about the status of the   shuttle ’s late departure from Munich Airport . 

 4 .   Insight :   The experience of riding the shuttle in order to gain first - hand information of the   challenge was invaluable to the credibility of the story .   It allowed me to see the challenge first hand   and ask pointed questions about our process : 1 ) is holding a bus of 35 people at Munich Airport for   one late arrival the only option in our logistics structure ;   2 ) who is empowered to make decisions   about shuttles remaining or departing Munich Airport if students arrive late ;   3 ) do our drivers   regularly communicate shuttle status to the duty officer or any other Essar Industries personnel who can help   them make informed decisions and account for late / non arriving students ; 4 ) when drivers arrive to   Essar Industries with a shuttle full of students from MUC or any other large group pickup , do they report to the   duty officer that students are accounted for / missing , etc . ; 5 ) who determines if / when Sunday   inprocessing will remain open past 9:00pm or close as scheduled ?   What factors go into that   decision ? ; 6 ) does the duty officer know who is driving the Sunday shuttles and does the duty officer   receive contact information for the driver ; 7 ) do Essar Industries drivers have the duty officer phone number   and are they instructed to communicate with the duty officer as a procedure during transportation   operations ?   Asking the questions above helped ignite a problem - solving discussion that took into   account viewpoints from the operations and support side of the issue as both perspectives were key   to successfully overcoming this challenge .     My feeling is if it ’s not written in a checklist or standard operating procedure then then there is very   little chance of procedural change successfully taking hold in an organization that has different   personnel completing the same tasks each week .   It is very likely that 99 % of Essar Industries ’s shuttles operate   without issue and all students arrive on time and get to school , inprocess , and check - in to their   hotels without incident each week , which is great .   The reality is that we must plan to mitigate the   worst case scenarios and this and my experience confirmed that we should put better processes in   place to help our staff and provide our students the best chance for success at Essar Industries .   Going forward ,   the group is primed to explore even more options to enhance the student experience which sets the   stage for making additional improvement to the student support experience .       5 .   Approach :   The tool that was used for this task was the right one based on my personality and   objectives in solving this challenge .   If and when another task like this is undertaken , it would be   wise to invite members of my organization to participate in the experience that forms the   storytelling scenario in order to gain multiple perspectives and additional insights on the issue .    Choosing this path might accelerate the process of collaboration to promote engaged participation   and idea sharing .
### Output: 