"Kaun (who) vs. Kya (what): The Mindset Shift That Drives Team Success"

One of the most common traps leaders and teams fall into is confusing accountability with blame. When something goes wrong, the default instinct is often to ask:

• "Who made the mistake?"
• "Whose fault is this?"

But the real questions we should be asking are:

• "What went wrong?"
• "How can we fix it?"
• "What can we learn from this?"

This shift—from Kaun (who) to Kya (what)—is not just a semantic difference; it is a fundamental change in mindset that can transform how teams collaborate, innovate, and grow.

Why “Kaun” Creates Barriers

When the focus is on "Kaun sahi ya galat hai," it creates:

1. Blame Culture: People become defensive and reluctant to admit mistakes, fearing repercussions. This hampers transparency and accountability.
2. Individual Silos: Instead of collaborating, team members work in isolation, prioritizing self-preservation over team goals.
3. Short-Term Fixes: Finding someone to blame may solve the immediate issue but fails to address the root cause.

How Focusing on “Kya” Drives Success

Switching the focus to "Kya sahi ya galat hai" fosters:

1. Problem-Solving Mindset

When the discussion revolves around the issue rather than the person, the energy is directed toward finding solutions. For example, in Agile retrospectives, the focus is on continuous improvement:

• What went well?
• What didn’t go well?
• What can we do differently?

This approach empowers teams to experiment, iterate, and innovate without fear of failure.

2. Psychological Safety

Google’s famed Project Aristotle revealed that psychological safety—where team members feel safe to take risks and share ideas without fear of judgment—is the most critical factor in team success. A “what-first” approach helps create this environment.

3. Data-Driven Decisions

Personal biases and emotions often cloud decision-making when the focus is on "Kaun." A focus on "Kya" shifts the conversation to objective data, patterns, and facts, enabling rational, informed decisions.

Practical Tips for Leaders

1. Adopt a Systems Thinking Approach Every problem exists within a system. Ask:

• What processes enabled this mistake?
• How can the system be improved?

For example, if a project deadline is missed, instead of blaming the project manager, investigate if the scope was realistic, resources were adequate, or communication was clear.

1. Promote Retrospectives Over Reviews Encourage a retrospective culture where the team collectively analyzes outcomes. Use questions like:

• What assumptions did we make?
• How can we avoid similar issues in the future?

1. Reward Transparency Celebrate those who highlight problems or mistakes early. This builds trust and reduces the stigma around errors.
2. Encourage Ownership, Not Blame Ownership means taking responsibility for outcomes but also recognizing the team’s collective role. For instance, in Agile, the product owner and development team share accountability for delivering value—not just individuals.
3. Use “I” Statements When discussing outcomes, frame feedback constructively. For example:

• Instead of: “You missed the deadline.”
• Say: “We didn’t meet the deadline. Let’s explore why and how we can prevent this next time.”

Real-World Examples

1. Toyota’s “Five Whys” Method At Toyota, when a defect is discovered, the focus isn’t on who caused it. Instead, they ask “Why?” five times to identify the root cause. This approach improves processes rather than assigning blame.
2. Netflix’s Culture of Feedback Netflix emphasizes candid feedback and decision-making based on what is right for the organization. Their culture deck explicitly states that “adequate performance gets a generous severance,” but the focus is always on improving outcomes, not vilifying individuals.

Final Thought

When we prioritize "Kya sahi ya galat hai" over "Kaun sahi ya galat hai," we shift from a blame-first culture to a growth-first mindset. It’s not about absolving individuals of accountability but about channeling the team’s energy into solving problems and driving continuous improvement.

As leaders, it is our responsibility to model this behavior—focusing on the bigger picture and fostering an environment where collaboration and innovation thrive.

Remember, in the end, success is not about proving someone wrong but about collectively getting it right.

What’s your take on this mindset? Have you encountered situations where focusing on "Kya" transformed the outcome? Let’s discuss in the comments!

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