there are a few groups predominantly african-american so i think of one, samuel hewitt, they do conferences bringing together faith-based leaders around mass incarceration, the new jim crow, that group is not the one going in fight all the time in doing this ministry work, not on the ground in prison. that perspective needs to be highlighted. there is something gone with the fact the us is so exceptional, the number of people we incarcerate. thinking more broadly and structurally, the way it is, lending their voice, the number of people they have, it is really powerful. >> the recent visit to tacoma with the help of cable partner comcast, a collection of personal stories from boeing employees. how it impacted their lives.

>> the name of the book we talk about today is emerging from turbulence, it is a long-term product in the mid-90s, looking at the impact for other corporate chain in the united states around that time on the employee, what was the impact on attitudes to work and what they work for and on family lives, like outsourcing, mergers and in particular what we found was a big change in the 80s and 90s, shareholder value became dominant he those, a lot of other things, stakeholders into the rear. we were interested in the impact of that, we embarked on that

study 20 years ago and chose boeing, the largest exporter by value and has an immense impact in the region especially on jobs and in particular, what we found important was an escalator for especially people with college education to get into the middle class and have a middle-class lifestyle. >> in the second book what we did his group interviews by people who had been heritage employees who lived through the merger and retired and look at people who were heritage employees who lived through the merger and looking for the company and look at people who were not employed by boeing but been employed you written five

years, around 2008-2009, the second book focuses on that quite a bit. as you might expect there are a variety of responses, we wanted to group them into general themes, three major cohorts and what we found with the heritage, those who retired, and remember the pastor's family as possible. with a few exceptions, people were able to say the merger, going to find their way through this, starting to reinforce the creative work they have been able to do and the relationships they had with people, how they got together with people for lunch even though they are retired now and that kind of

thing but people working for the company who lived through the merger and trying to make their way through, we found a variety of responses and one was people, their contract was violated, their expectations were no longer as valid any longer. some people mentally shifted away from expecting as much. it is not going to be this family any longer or great innovation any longer but it is a good paycheck. my family, got my community, quite nicely. it is important to recognize, very engaged and involved going

the extra mile. that is a loss. then we had people who found creative ways to pull back from the company and their emotional investment with the company and find other ways to emotionally invest still at work. by doing things like mentoring the new generation that was coming up and found a lot of meaning in trying to help new employees find their way in the company. they found ways to make their own work very creative or found ways to invest in the profession of engineering. one person for example said, i'm no longer a boeing engineer, i am an engineer who works for boeing. they are pulling back and investing in the profession. we thought that was a fairly

significant change. you can be an engineer for another company, not tied to boeing per se. those are important findings we found with people's adaptation to the merger. >> something that should be clarified is the footprint boeing had is becoming smaller. in several ways. one is it outsourced a lot more than it used to especially on the new plane, the 787 which is a new way of designing and building a plane that had lots of foreigners from all over the world, going to take the risk and costs of producing this new plane, thinking financially, we don't have to bear the burden,

creating a new airplane is very expensive. we will share it with lots of other people. they were warned by people in the company, cause a lot of problems, 31/2 year delay on the plane and something like $28 billion to $30 billion, they spends more than they planned, they have a whole to dig out of. the plane is out and doing well but it will take a long time to recover. that was a new model that reduced the footprint of boeing in the puget sound area. the other one that had a big impact on the workforce was opening a second assembly line for the 787 in a right to work state, nonunion state in south carolina. that has created a lot of anxiety and fear in the workforce. those more recent developments suggest that boeing sees them as

replaceable parts, disposable commodities so the emotional connection is much more fragile than boeing. that is the new problem boeing has with its workforce and in particular but we haven't talked about much is unit that have been strong with boeing, they have two strong unions, machinists and engineering unions and with boeing moving programs moving out of state it was -- given the management, a lot more leverage and that is something that concerns a lot of workers. >> one of the major events after the merger was 9/11. that was huge, had a profound impact on travel and subsequently on boeing, there was quite a bit of downsizing following 9/11, that was part of the study, speaking of the

engineering strike. >> there was in fact a surprising response to the merger from the engineers who had a fairly easy going union called spear. for the first time, well, let's put it this way. the engineers and techs went on strike. white-collar have degrees, very unusual for that kind of employee to go on strike. the largest white-collar strike in american history as far as i am aware so they went on strike in 2000 and a lot of the strike was what they thought was respect, they were not being respected by the company for their expertise and skills. that was a clear passage that the merger and change in the culture had affected an

important element of the company in terms of people who design and ensure the safety of the airplane. the other thing is there were a couple strikes in the machinist union, the local went on strike twice after the merger. and some sense the boeing company said they moved to south carolina because of the strike. they didn't want to keep being held hostage in contract negotiations. through significant strikes lasting several days, sometimes weeks by the engineers and machinists after the merger which shows to some extent the dissatisfaction that exists in the workforce. i want to say something on an optimistic note.

there is a reservoir, we think there is a reservoir of good feeling about boeing, not so much about top management the product and the name. they still care about the legacy and future of boeing. top leaders can tap into that reservoir, respecting and valuing the knowledge, skills, that have been accumulated over the years, it is a real treasure, they can show workers they care and values in, the company can have a great new teacher. it is a really important company for the region and the country and it would be a shame if the two sides couldn't find a way to cooperate and especially top management to respect what the workforce knows about top

quality airplanes, very safe ones too. >> one of the new hires, told us things that suggested they are trying to find meaning, they don't want to just phone it in. if the company could give me a reason to invest, i would be all in. that supports what leon mentioned, that reservoir of goodwill employees have, they are looking for a way to have meaning and make a difference in the company. they are struggling with trying to find that. one thing i would like people to understand about the work we have done is we have many important features of work and productivity that are not readily quantifiable, in many

small ways people make differences in the work they do that are not going to be detected by traditional, monetary indices, people's willingness to help a coworker or come in a little earlier be thinking about their work when going to sleep at night and getting mentally prepared, small things really add up. when we start to place too much emphasis on that bottom line and forget to acknowledge that employees are doing extra roll behaviors, we run the risk of selling people's work short if we don't acknowledge that they make a difference. that is the difference between a good company and a great company. if you can harness that and get everyone doing the extra

behaviors, caring and engaging, you can have something truly fabulous and competitive in the minute you begin to ignore that or not acknowledge it, you become so focused on making profit at all costs, that kind of thing goes away. you may not notice that it is gone but in our interviews, it is a big deal. >> and now from, marian harris, social worker from the university of washington to, sits down to discuss the treatment of children of color in the welfare system. >> the name of my book is "racial disproportionality in child welfare". nationally, there are 400,000 children on any given day in the child welfare system in this country, black