wrong.someorganisatioelevatethispropeitytoacommandment:"thoushaltalwaysfindanexternalagenttoblame."marketingblamesmanufacturing:"thereasonwekeepmiingsalestargetsisthatourqualityisnotcompetitive."manufacturingblamesengineering.engineeringblamesmarketing:"ifthey'donlyquitscrewingupourdesigandletusdesigntheproductswearecapableof,we'dbeanindustryleader."
the"enemyisoutthere"syndromeisactuallyaby-productof"iaminmyposition",andthenon-systemicwaysoflookingattheworldthatitfosters.whenwefocusonlyonourposition,wedonotseehowourownactioextendbeyondtheboundaryofthatposition.whenthoseactiohavecoequencesthatcomebacktohurtus,wemierceivethesenewproblemsasexternallycaused.likethepersonbeingchasedbyhisownshadow,wecaotseemtoshakethem.
the"enemyisoutthere"syndromeisnotlimitedtoaigningblamewithintheorganisation.durin
gitslastyearsofoperation,theoncehighlysuccefulpeopleexpreairlinesslashedprices,boostedmarketing,andboughtfrontierairlines--allinafranticattempttofightbackagaittheperceivedcauseofitsdemise:increasinglyaggreivecompetitors.yet,noneofthesemovesarrestedthecompany'smountinggloesorcorrecteditscoreproblem,servicequalitythathaddeclinedsofarthatlowfareswereitsonlyremainingpulloncustomers.
formanyamericancompanies,"theenemy"hasbecomejapanesecompetition,labourunio,governmentregulators,orcustomerswho"betrayedus"bybuyingproductsfromsomeoneelse."theenemyisoutthere,"however,isalmostalwaysanincompletestory."outthere"and"inthere"areusuallypartofasinglesystem.thislearningdisabilitymak