In his article for Computerworld, Paul Glen recounts that when most executives have told him that their operations require more accountability what they are really saying is that they need someone to blame.
“The sentence that usually follows implies that without accountability, no one will do what it takes to meet deadlines, deliver quality products or succeed in general,” writes Glen. “Just below the surface, the assumption behind this thinking is that fear of blame — or at least fear of the consequences associated with blame — is an effective motivator.”