Cut the shit. Extrapolating from two sides of the
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Posted On: 12/16/2020 5:02:37 PM
Cut the shit. Extrapolating from two sides of the brain and two limbs that there is no right from wrong, no correct from incorrect, is imbecilic. This is why you Trumpanzees are so helpless.
You really can't discern shit from Shinola.
The short answer that the buck does stop at the president's desk.
Not THIS president of course.
https://medium.com/@philippelyp/when-everyone...e9a179237f
When everyone is responsible, no one is responsible
Philippe Paquet
Oct 7, 2019·2 min read
Originally published on October 21, 2008
One of the major problems organizations face is accountability. When accountability isn’t established, nothing gets done, and nobody is held responsible.
Accountability can be a problem of its own when there is no enforcement, but it is usually the symptom of a deeper and more serious problem: responsibility. Time and time again, I have seen both the quasi-paralysis and the damages caused by unclear or, even worse, undefined responsibilities.
Responsibilities need to be clearly defined in order for them to be effectively enforced. By clearly defined, here is what I mean:
•There is one and only one person responsible for a specific area. This is very important, as the strength of responsibility is inversely proportional to the number of people that are responsible. When everyone is responsible, no one is responsible.
•The boundaries of an area of responsibility are well defined. It is very easy to give an area of responsibility to someone, but unless there is a clear and agreed definition of the boundaries of that area, you are going to have gaps. If you have ever heard things like “I thought that marketing was covering that” or “Isn’t that the responsibility of production?” then you know what I’m talking about.
•The person responsible for an area knows and understands their responsibilities. I know that sounds obvious, but very often it is a problem. Responsibilities need to be clearly communicated. You can’t assume that someone knows what they are responsible for. You must tell them.
•The person responsible for an area agrees to be responsible for it. It doesn’t matter whether you have imposed responsibilities from a position of authority, or you have brokered an agreement between peers or with your superior. If you don’t have an agreement, you’re wasting everyone’s time.
•Everybody needs to know what other people are responsible for. Knowing who is responsible for what will help people direct information to the right person. Additionally, peer pressure will improve overall performance. When everybody knows what you supposed to do, everybody can see if you are doing it or not.
Only after responsibilities have been clearly defined will you be able to efficiently take care of accountability problems and manage performance. Save yourself time, money and headaches by making sure responsibilities are clearly defined before starting any kind of project.
You really can't discern shit from Shinola.
The short answer that the buck does stop at the president's desk.
Not THIS president of course.
https://medium.com/@philippelyp/when-everyone...e9a179237f
When everyone is responsible, no one is responsible
Philippe Paquet
Oct 7, 2019·2 min read
Originally published on October 21, 2008
One of the major problems organizations face is accountability. When accountability isn’t established, nothing gets done, and nobody is held responsible.
Accountability can be a problem of its own when there is no enforcement, but it is usually the symptom of a deeper and more serious problem: responsibility. Time and time again, I have seen both the quasi-paralysis and the damages caused by unclear or, even worse, undefined responsibilities.
Responsibilities need to be clearly defined in order for them to be effectively enforced. By clearly defined, here is what I mean:
•There is one and only one person responsible for a specific area. This is very important, as the strength of responsibility is inversely proportional to the number of people that are responsible. When everyone is responsible, no one is responsible.
•The boundaries of an area of responsibility are well defined. It is very easy to give an area of responsibility to someone, but unless there is a clear and agreed definition of the boundaries of that area, you are going to have gaps. If you have ever heard things like “I thought that marketing was covering that” or “Isn’t that the responsibility of production?” then you know what I’m talking about.
•The person responsible for an area knows and understands their responsibilities. I know that sounds obvious, but very often it is a problem. Responsibilities need to be clearly communicated. You can’t assume that someone knows what they are responsible for. You must tell them.
•The person responsible for an area agrees to be responsible for it. It doesn’t matter whether you have imposed responsibilities from a position of authority, or you have brokered an agreement between peers or with your superior. If you don’t have an agreement, you’re wasting everyone’s time.
•Everybody needs to know what other people are responsible for. Knowing who is responsible for what will help people direct information to the right person. Additionally, peer pressure will improve overall performance. When everybody knows what you supposed to do, everybody can see if you are doing it or not.
Only after responsibilities have been clearly defined will you be able to efficiently take care of accountability problems and manage performance. Save yourself time, money and headaches by making sure responsibilities are clearly defined before starting any kind of project.
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