Blame game

Good supplier relationships are a must and there must be two-way communication. If there is not, the relationships fall apart and the blame game starts. When I describe the blame game I m talking about the behavior of Jacques Nasser, President and CEO of Ford Motor Compary, and John Lampe, Executive Vice President of Firestone, during the faulty tire issue in 2000 and 2001. If good supplier relationships existed, this type of behavior would not occur. 

In a typical plant, people play the blame game decorators blame molders and molders do the best they can to keep the products clean. However, all of the processes incorporated into manufacturing and decorating plastic products leave lots of static and its related problems. 

Key to understanding this lean leadership style is the acceptance of the fact that the process is the problem, not the person. Managers who are process-focused leaders and mirror the actions of the lean thinker described in the paragraph above see their staff as an asset and not just a cost. Once this leadership style is accepted, the blame game ends and the building of... 

The embeddedness of risk management in a pohti-cal context points to one of the more delicate scopes of risk reporting, namely the distribution of responsibility. This notion of risk expertise as a part of a poHtical blame game is interesting, yet underexposed. Slovic has already emphasized the political dimension of lay people s risk perceptions as a driver for risk ampHfica-tion (Slovic 1999), but in this case the pohtics of risk becomes a strong attenuating factor. 

The list of who to blame goes on and on. The blame game serves very little useful purpose. This blame game should be avoided as much as possible, and the focus should remain on avoidance of future problems. 

Gharles R. Morris, The Trillion Dollar Meltdown 33 (2008) Greg Ip, James R. Hagerty Jonathan Karp, Housing Bust Fuels Blame Game, WSJ, February 27,2008, at Ai. 

Aphrodite with the image of the horsewoman on the road at some point during her first mouthful of breakfast. She could only blame her slowness on having too much catching up to do at once a game she was still very much playing. 

Oct Recognize the Name Blame Shame Game Incident Reporting Month... 

Get into the habit of recognizing the Name Blame Shame Game. We all do it when things go wrong. We look for someone or something to blame. It s John s fault. He s the one who (fill in the blank). First we blame him and then we shame him when we declare, John, you should not have done that. It was terrible decision-making on your part. ... 

Nobody wins the Name Blame Shame Game and it s no fun to play no matter what position you are in. While it may be pointless, blaming other people or things is nothing new. The idea of a scapegoat is part of our culture. 

The Name Blame Shame Game can be as simple as injuring my foot and saying, What a stupid thing for me to do My first reaction was to place blame. It was my fault, it was stupid, and there is nothing that will come from it. So I move on with the task at hand. 

The problem with this is that I did not analyze what just happened. I played the game instead of thinking about the incident. We want people to think about the incident first, in order to conduct a basic analysis on what just happened. Why did it happen What can I do to ensure that it does not happen again We need basic analysis, not blame. 

If we can recognize the Name Blame Shame Game early, it will help us focus on the incident, not the person. If we can achieve this with regard to safety, then we will see the causes in a different light. Our intent is to look at the system and discover what went wrong, rather than lessen personal responsibility. We re looking for the facts, not who s at fault. 

Many workplace incidents are not reported, investigated, or analyzed because of the Name Blame Shame Game. We need to look at workplace safety trends and the best way to do that is to conduct an analysis of the reports that are generated. We want to develop a reporting culture where people are willing to report the smallest incident without fear of the Name Blame Shame Game. 

Even off the job — the next time something goes wrong and you have a near miss or a minor injury, ask yomself some basic questions, recognize the Name Blame Shame Game if it starts (stop it), and think about what you can take away from the incident. Once you are able to recognize it, you ll be able to see it in many different circumstances, not just safety. 

Regardless of the wording, the entrepreneur can not promise the investor anything. Granted the results will not come as fast as projected (not promised ) by the entrepreneur. On the other hand, the investor can not claim with any sincerity that they really expected the financial results within the time frame proposed. The shareholders are not innocent victims of the unscrupulous promoter. They had voluntarily gotten themselves into this mess. Investors like to complain that they were misled by the entrepreneur, but they really knew better. They have only themselves to blame. They tried to hit a financial home run. Many strike out. Some get more than they hoped for. In both cases, no one forced them to play the game. 

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