My experience with performance improvement and culture change has taught me that the potential for improvement created by great process work (defining and communicating customer/supplier requirements, control and response plans, key measures, delay management for mobile equipment, etc.) can be unintentionally “sabotaged” by poorly designed management processes and the words and actions of the management team. So what do we mean by sabotage? Improvement tools and processes are designed to deliver value to the bottom line – more production and lower costs. If the value is never reported as higher profit, something sabotaged (i.e., stopped the progress of) the flow of those dollars to the bottom line. Most cases of sabotage are tied to the management team… either to poor management practices or poor management interaction with each other or with the workforce. We never track the cost of sabotage, so the dollars lost go unreported and management is never held acountable for losses that are directly attributable to them. This “void” in change management theory is a very costly one but can be addressed with tools and processes designed to stop the sabotage!