Many organizations are better at blamestorming than brainstorming. It is far easier to critique than to create. No one wants to end up on the wall of failure.
Blamestorming not only hampers big ideas. It creates a debilitating cycle of pointing the finger. Sales blames Marketing. Marketing blames R&D. R&D blames Operations. Operations blames Sales. Around it goes. Even thinking of your team as functional silos, rather than individuals, reinforces this blame game.
The result is that the next project inherits the tension and baggage from the previous one. It becomes ever more difficult to try something new.
It is telling that the study at the end of a project is usually called a “post mortem”. It brings to mind an autopsy, looking for a cause of death.
Instead of post mortem, think neonatal. Evaluate failure in the context of what can be done differently the next time around. Emphasize the learning, not the blaming.
Bob Gaynor says
January 10, 2011 at 8:25 amIn the military, I believe they call this an “after action review”. There’s an after action review whether things went well or poorly. What could be better next time ?
Atrisa says
January 10, 2011 at 8:41 amYou’re right. I (a Brand Manager) constantly blame our R&D ’cause I assume it’s the design of our products that’s keeping them from doing better in the market. Everyone needs a wake up call every now and then. And tomorrow I work a little harder 🙂
Russell says
January 10, 2011 at 11:03 amCouldn’t agree more. I use the term post-partum for end of project reviews. Work projects are supposed to create something. Post-partum, is ‘pertaining to the period of time after a birth’.