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Is every employee necessarily at fault?

Yes, potentially, as soon as we demand a certain level of performance from him without granting him the corresponding decision-making power.

If he does not apply the rules of good practice, then he is at fault for non-compliance with these rules.
If he applies them, he is at fault for lack of performance.
The problem is that the effectiveness of the rules of good practice is assumed but practically never demonstrated or even verified.

An alternative form of this double constraint is: management makes the decisions, but at the same time middle managers and operational staff are required to obtain the expected result, that is to say, to ensure that these decisions come true. good.

No one can be held responsible for the quality of decisions that they did not make, or of methods that conflict with their field experience. This seems obvious, and yet the corporate world constantly contradicts this basic principle. The basis of a constructive social dialogue can therefore only be to begin by removing this contradiction; the rest is just diversion.

To escape from this deadly contradiction, it is necessary to resolutely apply problem solving.

Go deeper

See question 'What do good practices represent in the world of work?'

To get out of this dilemma, see 'What shapes the atmosphere at work?',
see also 'What is Lean production?',
and finally 'What conditions must be met to produce serious reasoning? Problem solving.'.

Regarding diversions, see question 'Why are small actions for the planet dangerous?'.