so i think one in particular would do conferences. they are bringing together faith-based leaders around mass incarceration. but that is not the one going inside all the time. and they think that it needs to be highlighted. we want to change the system. there's something really wrong with the fact the u.s. is so exceptional in the number of people incarcerated. more probably a structurally about the system and why it is the way it is in lending their voice to a number of people they have as part of their constituents to that would be really powerful. >> enough for my recent visit to tacoma, washington, a collection of personal stories from boeing employees about how workplace changes have impact their lives. >> the name of the book we are going to talk about is called

and rated as part of a long-term project in the 90s. what we are interested in was looking at the impact of all the corporate change that has been happening in the united states around that time. on the employee's impact on their health, the cooperations -- corporations they work for and family life. one of the changes for things like outsourcing and in particular what we found was there with a big change in the 80s or 90s were shareholder value became the east coast of a lot of companies and put a lot of other things, the stakeholders into the rear. so we were very interested to see the impact of that. that's why we embarked on the study 20 years ago and we chose

boeing because it was one of the most important companies in the united states. and it has an immense impact in the region and in particular what we found important lesson ethical leader, especially people to get into the middle class and have a middle-class lifestyle. >> and so, in the second book what we did was group interviews by people who had been employees who went through the merger and retired. we also went to people within heritage employs who lived through the merger and were still working for the company and then we look at people who had been not employed by boeing. people who had been employed fewer than five years. so most of those people had been hired right around 2008-2009. that's what the second book focuses on quite a bit.

as you might expect, there is a variety of responses. humans are so different. we did try to group them into the general aims or threads by those three major cohort. what we found was with heritage, the employee folks who had retired, was a real effort to try to remember the past as finely as possible. ..

and there's nothing wrong with that. and i will find meaning outside of work. i've got my family, i've got my church, i've got my community and they met together quite nicely so fine. you've got those people. but it's important to recognize that those are people been people who earlier had been very engaged and very involved and who would have gone the extra mile so that's a loss. a loss for the company,

anyway. then we have people who found creative ways to kind of pull back from the company and they're sort of in emotional investment with the company and find other ways to emotionally invest at work by doing things like maybe mentoring the new generation that was coming up and they 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 they found ways to invest in the profession, say, of engineering. so one person for example said i'm no longer a boeing engineer, i'm an engineer who works for boeing. they're pulling back from the company and investing in their profession. and again, we thought that was a very late significant

change because you can go be an engineer then for another company. it's not as tied to boeing per se though those are important findings that we found with peoples vocation to the merger. >> i think something that should be clarified is that the footprint that boeing has in the puget sound region is becoming smaller. in several ways. one is that it's outsourced a lot more than it used to. especially on the new plane, the 787 which was a completely new way of designing and building a plane that had lots of partners from all over the world that were going to take the risk and the cost of producing this new plane, that boeing fought against financially, hey, we don't have to bear the burden because we are creating a new airplane is very expensive. were going to share it with lots of other people.

unfortunately, they were worn by people inside the company that caused a lot of problems , a 3 and a half year delay in the plane and something like $28 billion-$30 billion hold that they spend more than they plan to so they had a hole today out of.the plane is now out and it's doing well but it's going to take a long time to recover. so that was a new model that essentially 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 seven a7 and a right to work state, a nonunion state in south carolina. that has created a lot of anxiety and fear in the workforce at the moment. no i think those more recent developments suggest to a lot of the workforce now that boeing sees them as replaceable parts to the process. as disposable commodities so the emotional connection is much more fragile at boeing

so that some of the sort of new problems that boeing has with its workforce and in particular i think one of the other effects which we haven't really talked about very much is that unions have traditionally been very strong with boeing and have to strong unions that have a machinist and the engineering unions. and with boeing moving programs and jobs out of state, its weakened position of the unions given the management a lot more leverage and that's also something that concerned a lot of the workers. >> one of the major events that happened after the merger was 9/11. and so that was a huge, it had a profound effect on travel and subsequently on boeing so there was quite a bit of downsizing following the merger following 9/11 that was partof our study, i don't know if you want to speak about the engineering strike . >> there was in fact a

surprising response to the merger from the engineers. >> who have had a fairly sort of easy-going union. calls. >> and for the first time, well, let's put it this way. it was the engineers and techs went on strike. >> there white-collar, often have degrees. they are professional. it's very unusual for that kind of employee to go on strike and it was the largest white-collar strike in american history as far as i'm aware so they went on strike in 2000 and a lot of the strike was about what they felt was respect, that they were being respected by the companies, their expertise and their skills. >> so that was a very clear message that the merger and changing the culture had affected an important element of the company, probably the most important element in terms of the people who design and ensure the safety

of the airplane. the other thing was that there were a couple of strikes, the machinists union the international association of machinists, the local went on strike twice in after the merger. so in some sense, the both companies said they moved to south carolina to some extent because of the strike didn't want to keep getting held hostage, they said, by the union going on strike and trying negotiations. there were three strikes really, two significant strikes . of less than several days. >> sometimes weeks. by the engineers and machinists after the merger. which shows to some extent the dissatisfaction that existed in the workforce. >> i like you sort of say something on an optimistic note. i still think there's a reservoir, we think there's a reservoir of good feeling about boeing.

not so much about top management but about the product. and the name so that they really care, they still care about the legacy and the future of boeing and i think if the leaders can tap into that, that reservoir by respecting and valuing the sort of knowledge, the skills , that's been accumulated over the years of a lot of their workforce, it's a real treasure. they can show the workers that they care and value them, i think the company can have a great future. in other words, i think it's a really important company for the region and for the country and i think it would be a shame if the two sides sort of find a way to cooperate and to especially for top management, to sort of really respect what the workforce knows about reducing top-quality airplanes. >> and very safe ones too. >> one other thing i would add is that many of the new hires, told us things that

suggestthat they are really trying to find meaning in their work. they don't want to be phoning it in and they said if the company could just give me a reason to really invest here, i'd be all in . though i think that supports what he mentioned about there's sort of that reservoir of goodwill that employees have . looking for a way to have being making ends an important difference in the company. we're just struggling with trying to find that. >> another thing i would like people to understand about the work that we've done is that there are many important features of work and of productivity that are not readily quantifiable. that there are many small ways, people make differences in the work that they do that are going to be detected by sort of this traditional sort

of monetary indexes. that people's willingness to kind of help out a coworker or two, and a little bit early or to be thinking about their work, maybe when they're going to sleep at night and kind of getting mentally prepared, those sorts of small things really add up. and when we start to place too much emphasis on sort of that bottom line, and we forget the kind of acknowledge the fact that employees are doing those sorts of extra rolebehaviors , i think we run the risk of really selling people's work short if we don't really acknowledge all those extra things add up and make a difference.that's the difference between a good company and a great company, if you can harness that and get everyone doing those sorts of extra role behaviors and really engaging, you can really have something that is truly fabulous and really very competitive and the

minute you begin to sort of ignore that or not technology, when you become so focused on making profit and at all costs, that's the kind of thing that goes away and you may not notice that it's gone. but our interviews suggest it's a big deal. >> and now from tacoma, marianne harris, a social worker at the university of washington. she sits down with us to discuss the treatment of children of color in the welfare system. >> the name of my book is disproportionality in child welfare. nationally there are over 400,000 children on any given day and the child welfare system in this country. and black children, there are approximately over 100,000 children. in the child welfare system. >> native american,