Comments on: Learning culture or blaming culture? http://www.thequalityblog.com/2008/03/01/leercultuur-of-blameercultuur/ The #1 blog on Quality Sun, 15 Aug 2010 18:02:13 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Myobee http://www.thequalityblog.com/2008/03/01/leercultuur-of-blameercultuur/comment-page-1/#comment-60 Myobee Fri, 06 Nov 2009 08:03:24 +0000 http://www.thequalityblog.com/?p=29#comment-60 I suppose this is a problem common to all. Even in an environment where HORENSO (HOkoku, RENraku, SOudan)is being practiced, the one who followed the rule is the one mostly castigated. I have a local manager who wants to know what is going on around him, but is always angry when somebody informs him about a bad situation. I also have a Japanese manager who thinks that a project manager is the problem. Well, maybe sometime he is, but not in all cases. In his opinion, managers must be present in the field at all times to watch how his people work. Working behind desk is only acceptable when a manager's subordinate has all gone home -- meaning, the local manager must stay late in the office to do the office work. He also doesn't care about root cause analysis and all. If there is a problem, just correct or contain it and continue working as usual. I suppose this is a problem common to all. Even in an environment where HORENSO (HOkoku, RENraku, SOudan)is being practiced, the one who followed the rule is the one mostly castigated.

I have a local manager who wants to know what is going on around him, but is always angry when somebody informs him about a bad situation. I also have a Japanese manager who thinks that a project manager is the problem. Well, maybe sometime he is, but not in all cases. In his opinion, managers must be present in the field at all times to watch how his people work. Working behind desk is only acceptable when a manager’s subordinate has all gone home — meaning, the local manager must stay late in the office to do the office work. He also doesn’t care about root cause analysis and all. If there is a problem, just correct or contain it and continue working as usual.

]]> By: Jim http://www.thequalityblog.com/2008/03/01/leercultuur-of-blameercultuur/comment-page-1/#comment-59 Jim Fri, 16 Oct 2009 00:18:02 +0000 http://www.thequalityblog.com/?p=29#comment-59 My company situation is kinda interesting regarding this issue. We have come full circle from a blaming culture to a learning culture to a blaming culture. The reason for this transition seems to be an attitude in top management that seems to have coincided with their arrival. About 5 years ago, we got several new top managers who promptly told us that things were bad and we needed to change, this allowed us to create a six sigma culture which was tolerant of risk and failure in the interest of supporting the change. As time went on however, these managers got very comfortable in their skin and surrounded themselves with yes men. As a result, no bad news is allowed, and those that bring it are not welcome. See more at: http://qualitypractice.blogspot.com My company situation is kinda interesting regarding this issue. We have come full circle from a blaming culture to a learning culture to a blaming culture. The reason for this transition seems to be an attitude in top management that seems to have coincided with their arrival. About 5 years ago, we got several new top managers who promptly told us that things were bad and we needed to change, this allowed us to create a six sigma culture which was tolerant of risk and failure in the interest of supporting the change. As time went on however, these managers got very comfortable in their skin and surrounded themselves with yes men. As a result, no bad news is allowed, and those that bring it are not welcome.

See more at: http://qualitypractice.blogspot.com

]]> By: Peter http://www.thequalityblog.com/2008/03/01/leercultuur-of-blameercultuur/comment-page-1/#comment-33 Peter Fri, 14 Mar 2008 13:57:33 +0000 http://www.thequalityblog.com/?p=29#comment-33 Hi Peter, as always you know to find your topics... In our organisation we are working on several improvement projects (of course we use Vivaldi to support us) and I found out that comunication is as important as the improvement actions itself. The reason for this is that if you do not get any co-operation from the people on the shopfloor, you project is doomed to fail. Luckely our boss feels the same way and supports internal communication. Conclusion: communication during the time the project is ongoing is a must. And A blaming culture is not the way to motivate people, but try to see the opportunities instead of the shortcomings... Hi Peter,

as always you know to find your topics…

In our organisation we are working on several improvement projects (of course we use Vivaldi to support us) and I found out that comunication is as important as the improvement actions itself. The reason for this is that if you do not get any co-operation from the people on the shopfloor, you project is doomed to fail.
Luckely our boss feels the same way and supports internal communication.

Conclusion: communication during the time the project is ongoing is a must.

And

A blaming culture is not the way to motivate people, but try to see the opportunities instead of the shortcomings…

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