Brian Loden

“He then convened a meeting including each person in the chain of command down to the level where the problem was manifest. He began the meeting by identifying the problem. He laid out all the ways he thought he had negatively contributed to the culture that had produced the problem and proposed a plan to rectify his contributions to the problem. He invited the person directly below him to do the same thing. And so on down the line. By the time it got to the person most immediately responsible for the problem, that person publicly took responsibility for his contributions to the problem and then proposed a plan for what he would do about it. In this way, a problem that had gone on literally for years was solved nearly overnight when the leaders stopped simply assigning responsibility and began holding themselves strictly accountable. This is now the model in that company for solving every problem encountered.”
― The Arbinger Institute, Leadership and Self-Deception: Getting Out of the Box