Chapter 15 : Whisper

THE CHRONICLER OF THE KITCHEN                     April  2010        

Mike Campbell

WHISPER DOWN THE LANE

One of my fond childhood memories was playing a game called “Whisper Down The Lane”. You would gather as many kids as possible and arrange yourselves in a line. The first person would whisper something to the person next to them and that person would repeat it to the next person. This process would then continue “down the lane”. When the last person received the message they would stand and shout out the message. We would all laugh because the initial message would NEVER be the same at the end. I thought this game would remain a distant memory of my youth but I have found it is alive and well in some kitchens.  

 Usually, owners or general managers discuss with the Chef what needs to be done. The Chef then instructs the Executive Sous Chef, who speaks to the Sous Chefs, who speak to the Supervisors, who speak to the cooks, who actually do the work.

This style of management is a military “chain of command”. Under this system each link in the chain does what the link above commands. If everyone does their part, information slides down from the top and the machine works.

This type management functions under one large assumption. It takes for granted that each link knows what they are talking about. Of course, we can all recite from childhood memories what happens when we

ASS U ME.

Communication is key to almost everything but it is immensely important in this system, because the parts seldom communicate and rarely work together.

Are the lines of communication strong and flexible, or are they frayed, weak and about to break? Unfortunately, what passes as communication in a kitchen is considered SCREAMING in most other environments.  Staff is usually alerted to a Chef’s quizzical nature when throughout the kitchen is heard: WHAT THE  @#*%  ARE YOU DOING?

Nothing kills initiative like hearing “WHY ARE YOU DOING THAT? DID I TELL YOU TO DO THAT?” Mumbling that you were trying to help or thinking ahead is not appreciated. You soon understand it is easier to just do what you were told.

And now the “chain reaction” starts. Chef is like a heat seeking missile hunting the Executive Sous Chef. If Chef finds his prey out in the open, he will pounce on the unsuspecting subordinate with: DID YOU TELL HIM TO DO THAT? Immediately, our minds go wondering off to images of a lion ripping apart a giraffe.

The second scenario is having the Executive Sous Chef summoned to the Chef’s office. This is no less a public execution, only quieter. Whenever, someone goes in the Chef’s office and the door is closed all eyes in the kitchen are watching. We will put on a show of moving our hands but have no doubt; all eyes are trained on the office.

The next part of this game is to watch which link will be “communicated” with next. Will all the links receive the new information or will it go directly to the bottom? The final act is for the staff to whisper about these activities for the next day and a half.

After a few of these incidents, management over reacts in the opposite direction. You will be standing next to the Chef as he explains something to your supervisor and then the supervisor immediately turns to you and repeats what was just said. What is a lowly cook to do without such wisdom?

I owe, I owe, its off to work I go.

Into THE CAULDRON!        

                 Is tuisce deoch na sceal