Beating the Blame Game (Pt. 2)

In Part 1 we saw how an accounting manager began to realize that staff member mistakes and poor performance weren’t so much because employees were lazy or incompetent, but more the result of poor processes and systems causing disorganization and delays. Staff ideas of what was supposed to be done and who was supposed to be doing it constantly conflicted. It was obvious every time another “oops” was discovered and a deadline missed that staff members weren’t communicating and something was broken.