noticed those stickers? They are proudly displayed on cars – mostly on the back
and often on vehicles like the KIA Carens and the Peugeot 807. Very rarely or
not at all on a Mercedes Benz SLK or an Audi TT. You may think: “Oha! The
latter vehicles are well-endowed with horsepower, while the former are in need
of it.” With this I counter with the Opel Tigra Twin Top, which even with
the largest engine produces a modest 125 bhp. Now you might think:
“Eureka, I‘ve got it. The latter are made by German carmakers and the
former are from countries less skilled in car making.” I counter such a
foolish assessment with a dry “Citroën C3 Pluriel”, a convertible
like SLK and TT, which is built in a country that stands for French bread and overpriced
red wine, and in terms of power potential still lags behind the above-mentioned
often sport small screens at the back fastened to the headrests, which is never
the case for the latter. To all those who now think: “The latter can only
accommodate two people, while the former can accommodate six to seven”, we
can only shout “Brilliant!”
Blame Management (Part 2) Undocumented, but practised processes of project management
Part 1 we introduced ourselves to the significance of this falsely demonised
topic in society and companies, it is time now to become more concrete.
requires a common understanding of what it is all about.
Definition of terms
term “blame” has also been very common in the German-speaking world
for some time, but there it is increasingly used in its progressive form of
“blaming”, i.e. accusing someone of something. In my opinion, we
should expand the definition in the corporate environment in such a way that it
better fits actual practices:
responsibility for negative events or circumstances to the lowest still
plausible, but politically most defenceless hierarchical level.”
Undocumented but practised processes of project management: Blame Management
perhaps even countless approaches and best practices can be found for projects
and for dealing with projects. Often they differ only insignificantly, which stems
from the nature of things, or better said, from the nature of project
management. After all, there is a certain consensus about the most important
aspects and topics in this environment. Only in the weighting of the topics and
then possibly in the details do the different approaches differ. However, one
thing strikes you: not all the important procedures commonly used in practice
are included in these descriptions. And these tried and tested approaches often
make the difference between personal success and personal failure. We need to
bridge this gap.
following is a detailed and process-oriented description of one of the most
important aspects of successful project work: the process of blame assignment
and administration (blame management).
Once upon a
time there was a great king who had ruled his country for many years. He also
had a beautiful daughter, who grew up with frogs and dwarves, but that is
completely irrelevant to this story.
had learned to protect his kingdom successfully against invaders and raids and
had fought many a battle. He had a big, strong army, so nobody dared to attack;
there was peace in his country for a long time.
But more and more travellers reported incredible changes in other parts of the world. Previously unknown kingdoms rose rapidly, while others disappeared into insignificance at the same speed.