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- Employees feel as if their opinion on what to do or how to do it is not asked for, and <br /> if given, not considered. There seems to be no opportunity to offer suggestions for <br /> improvement and no acknowledgement of suggestions if they are given. <br /> Why? Supervisors don't follow through with getting back to employees on their <br /> suggestions for improvement. ~ People don't hear reasons why not. <br /> Why? Suggestions not communicated through channels. <br /> Why? Sometimes it takes a long time to process ideas. <br /> Why? Time constraints <br /> Why? <br /> - Employees feel as if their opinion on what to do or how to do it is not asked for, and <br /> if given, not considered. There seems to be no opportunity to offer suggestions for <br /> improvement and no acknowledgement of suggestions if they are given. <br /> Why? Sometimes employees don't recognize limitations (same goes for work <br /> groups, citizens, Budget Committee...). <br /> .Why? <br /> - Supervisors take credit for the good .things employees do, but employees take the <br /> blame for errors. <br /> Why? <br /> Request -Committee members take the appreciation question to others they work with <br /> for a reality check. <br /> <br /> _i <br /> Next Steps <br /> 7) Continue withroot cause analysis. <br /> a) Why are supervisors so busy? <br /> b) Why do supervisors perceive their role as being directive? <br /> c) Why do supervisors take credit but assign blame? <br /> d Wh are emplo ees regarded as a resource rather than. a person, and their work <br /> Y Y <br /> regarded as routine/mundane? <br /> e) Why don't employees recognize limitations? <br /> <br />