Measuring the Blame Game

We all use the RACI/RASCI matrix to define the roles of teams for a project. We tend to think that by having a well-defined RASCI and some governance on top, we will have the project execution running smoothly. What we miss most of the time is understanding the human issues that arise in a complex organization where matrix organization is one of the prime ways of working. Especially, organizations with multiple teams, multiline products, many internal and external system integrations, and team locations spread over the globe. While we understand R is the one responsible for completing the task or the project, and A is the one with ultimate control over the project and the related resources, what is more important to understand is the distance between R & A. That brings me to the formula you can use to determine the blame game that happens in any organization.

Blame game in any organization is directly proportional to the distance between R & A teams.

Here the distance is not geographical distance but the distance that arises through organizational design.

If you have a lot of arguments and blame across the teams, check how far are the R & A teams. Siloed approaches, tight local team belonging, too spread over teams, are typical signs that the R and A teams are having a lot of mental distance. They can have this distance while sitting in adjacent aisles if the design of the organization and the approach of the leaders promote a siloed or ‘my team’ view. The farther the teams are, in terms of hierarchy, control, the ownership of the project - the higher the blame. And the closer the R & A teams are, especially the leadership, the smoother the executions.

Next time you make a RASCI matrix, gauge the distance between R & A (use your judgment for measuring the distance on parameters relevant to your organization). Basis that you will be able to make a good prediction or tune the project lifecycle.