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A Practical Approach to Performance Interventions and Analysis: 50 Models for Building a High-Performance Culture by Gene E. Fusch, Richard C. Gillespie

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9. Why Play the Blame Game?

Why play the blame game? Think about the implications of this statement. In Chapter 5, we discussed a production problem that Fusch (2001a) discovered, in which a worker, lead, and supervisors worked together and found a solution. Within about 30 minutes, they prevented the problem from reoccurring, and they avoided making accusations and blaming for creating the problem. Fusch found that, by embracing the Work/Life Approach, Western Manufacturing had avoided the blame game and potential downtime and losses.

Finding fault and assigning blame is part of the human condition because of the depravity of human beings. In business, problems, challenges, and differences in perspective are everyday occurrences. Some can create ...

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