Does this happen in your organization?

From the Dilbert website, the cartoon from September 14, 2005:

TDIs don't let naysayers blame others for failure.  Indeed, TDIs challenge naysayers to be open and courageous in examining how failure occurs and what can be learned from it, even if it requires difficult self-examination.  In your role as a board chair, CEO or team/department leader, it is critical that you not allow the questioning and reflection skills of your colleagues to atrophy from lack of use.  Indeed, you should be the questioner-in-chief, asking the hard questions, not only about failure but also about success.  And you should make reflection a genuine priority, because it is often through learning from reflection that the most unusual and intriguing new ideas emerge.