otheirjob",putintheirtime,andtrytocopewiththeforcesoutsideoftheircontrol.coequently,theytendtoseetheirreoibilitiesaslimitedtotheboundariesoftheirposition.
recently,managersfromadetroitautomakertoldmeofstriingdownajapaneseimporttounderstandwhythejapanesewereabletoachieveextraordinaryprecisionandrel

iabilityatlowercostonaparticularaemblyproce.theyfoundthesamestandardtypeofboltusedthreetimesontheengineblock.eachtimeitmountedadifferenttypeofcomponent.ontheamerciancar,thesameaemblyrequiredthreedifferentbolts,whichrequiredthreedifferentwrenchesandthreedifferentinventoriesofbolts--makingthecarmuchslowerandmorecostlytoaemble.whydidtheamericausethreeseparatebolts?becausethedesignorganisationindetroithadthreegrouofengineers,eachreoiblefor"theircomponentonly".thejapanesehadonedesignerreoiblefortheentireenginemounting,andprobablymuchmore.theironyisthateachofthethreegrouofamericanengineerscoideredtheirworksuccefulbecausetheirboltandaemblyworkedjustfine.
whenpeopleinorganisatiofocusonlyontheirposition,theyhavelittleseeofreoibilityfortheresultsproducedwhenallpositiointeract.moreover,whenresultsaredisaointing,itcanbeverydifficulttoknowwhy.allyoucandoisaumethat"someonescrewedup."
2.theenemyisoutthere(归罪於外)
afriendoncetoldthestoryofaboyhecoachedinlittleleague,whoafterdroingthreeflyballsintherightfield,threwdownhisgloveandmarchedintothedugout."noonecancatchaballinthatdarnfield,"hesaid.
thereisineachofusapropeitytofindsomeoneorsomethingoutsideourselvestoblamewhenthingsgo

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