I was speaking politely to someone after noticing that the data analysis presented was incomplete. It only outlined how many problems were found and which unit, section, department, or site they belonged to.
What I was asking for was a deeper analysis one that includes the cost of rectification. For instance, a single workmanship issue could cost more to repair than what’s spent on improving the system, procedures, or policy itself.
Throughout the discussion, I remained patient even when the person raised the voice to make a point. I simply nodded, knowing it was more about “defending one’s turf.” I didn’t embarrass the person publicly - it was initially a one-on-one discussion.
Only when the big boss walked and asked as the voice was carrying - did the person finally eased up. I then briefly explained what I was looking for, emphasizing that it wasn’t just about data, but also about financial implications and contingency costs. I hadn’t even touched on the subsequent points yet determining the accurate root cause analysis and reviewing the effectiveness of past risk assessments that may need improvement.
(You can’t see the bigger picture if you fail to notice the smaller ones)
The lesson: This is what happens when someone chooses not to work as part of a team and assumes they know everything. Collaboration and openness are key - without them, even the best data or ideas lose their value.
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