How the team thinks about the work.
WHAT A GOOD CULTURE BELIEVES
Customers are not adversaries Problems are information Saying you do not know is acceptable The process is improvable
WHAT A POOR ONE BELIEVES
Customers are a nuisance Tickets are units to be closed Admitting fault is dangerous Escalation is failure
WHAT PRODUCES THE POOR VERSION
Metrics rewarding speed Blame after mistakes No authority to act Feedback that goes nowhere
WHAT TO DO ABOUT EACH
Measure outcomes Review process rather than individuals after failures Delegate authority with clear limits Act visibly on what the team raises
WHAT TO CELEBRATE
Problems resolved well, particularly difficult ones Patterns spotted Documentation written
WHAT NOT TO CELEBRATE
Volume alone.
WHAT TO SHARE
Good examples, and customer praise.
WHY
It teaches standards faster than rules.
WHAT TO DISCUSS OPENLY
Mistakes, and what allowed them.
WHY OPENLY
Concealed mistakes recur.
WHAT LEADERS SHOULD DO
Handle tickets themselves, occasionally.
WHY
It maintains contact with reality, and it signals that the work matters.
WHAT TO PROTECT
The team's willingness to tell you what is wrong.
