s of american engineers considered their work successful because their bolt and assembly worked just fine.
when people in organisations focus only on their position, they have little sense of responsibility for the results produced when all positions interact. moreover, when results are disappointing, it can be very difficult to know why. all you can do is assume that "someone screwed up."
>2. the enemy is out there (归罪於外)
a friend once told the story of a boy he coached in little league, who after dropping three fly balls in the right field, threw down his glove and marched into the dugout. "no one can catch a ball in that darn field," he said.
there is in each of us a propensity to find someone or something outside ourselves to blame when things go wrong. some organisations elevate this propensity to a commandment: "thou shalt always find an external agent to blame." marketing blames manufacturing: "the reason we keep missing sales targets is that our quality is not competitive." manufacturing blames engineering. engineering blames marketing: "if they'd only quit screwing up our designs and let us design the products we are capable of, we'd be an industry leader."
the "enemy is out there" syndrome is actually a by-product of "i am in my position", and the non-systemic ways of looking at the world that it fosters. when we focus only on our position, we do not see how our own actions extend beyond the boundary of that position. when those actions have consequences that come back to hurt us, we misperceive these new problems as externally caused. like the person being chased by his own shadow, we cannot seem to shake them.
the "enemy is out there" syndrome is not limited to assigning blame within the organisation. during its last years of operation, the once highly successful people express airlines slashed prices, boosted marketing, and bought frontier airlines -- all in a frantic attempt to fight back against the perceived cause of its demise: increasingly aggressive competitors. yet, none of these moves arrested the company's mountingg losses or corrected its core problem, service quality that had declined so far that low fares were its only remaining pull on customers.
for many american companies, "the enemy" has become japanese competition, labour unions, government regulators, or customers who "betrayed us" by buying products from someone else. "the enemy is out there," however, is almost alway
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