By Prof. Alan (Avi) Kirschenbaum*
In soccer and other sports, we have occasionally witnessed the anguish of a player making a “self goal.” It appears that some of the critics of the
Transportation Security Administration (TSA), charging it with
“ineffective tactics and treating travelers rudely,” are really saying the obvious to all of us who have gone through security screening. Nothing new here! So why all the fuss about how we feel as passengers going through security screening? Remember, these are politicians talking!
So let’s look at this criticism in more detail and really get down to the core of the security issue for passengers. And, don’t forget, airport security not only includes passengers but cargo, maintenance, outsourced employees and, not surprisingly, the shops and malls. But for the moment let us focus on passengers as potential voters – for politicians on election day and also as customers who can choose (or not) to fly certain airlines and select airports.
How do passengers fit into the flying game? To answer this it is important to distinguish airports as a flow-through production which has recently been transformed into a large shopping mall and hotel complex that happens to be serviced by aircraft. Simply put, a supermarket found within a factory. Despite this transformation, airport design remains based on industrial engineering principles and “bottom line” results – and security based on technology. Perhaps it’s time for a reevaluation?
As most airports are private enterprises, profits are a driving force that also has direct implications on determining how airport security will be framed. As a production unit, this has meant getting us through the security process as quickly as possible, spending more time at the shops (a money generator), and minimizing flight delays (also very costly). However, despite the rational and logical designs, passengers are still getting annoyed and angry.
But viewing airports as a service organization, airport managers would seek to attract us to use their services by making security as flexible as possible. This would minimize “friction” and simultaneously increase passenger flow with entry into the shopping mall made as effortlessly as possible thereby increasing purchases of goods and services. In other words, good business.
There is no getting away from the fact that passengers are the key component in making airports profitable. Security screening as it is today, whichever way you look at it, does not make many customers happy. The result can easily bring about (and has, according to a recent US report) a large loss of customers and revenue.
What can be done? Lots! Making the passenger happy starts with the simple interaction of security guards and passengers.
The
BEMOSA Project has demonstrated that in many cases security guards are focal points for information and help, bending and even breaking the mandated rules if the situation calls for it which, in the eyes of the passenger, makes sense. It’s a difficult job for security employees, but if included in their training are some of the basics of “customer service,” not only will the employees be rewarded by more friendly passengers-customers but the bottom line profits of airports will rise. Result: happy customers and many happy airport shareholders.
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*The writer is the initiator and coordinator of BEMOSA (Behavioral Modeling of Security in Airports).
