The team needs to define some way of determining whether its plan is, in fact, solving the problem (or is taking advantage of the opportunity) with which it started. When you set up a defined process for eva luating performance you can adjust your plan without getting into the "blame game," (e.g. trying to assign responsibility for failure). Without such a process, the plan usually has to break down completely before anyone will take action. Then you're stuck not only with the original problem, but all the bad feelings and ill-will that result from failure.

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