The common root seems to be in the communication styles of leaders, some leaders may unconsciously be creating "blame cultures" that prey on our instinctive nature to protect ourselves. These cultures create animosity, reduce motivation, and create expensive high turnover among staff because of policies and attitudes that are projected by top management. While these projections are usually unconscious they can form an environment where people are Fire Fighters, Quick Fixers, and Hiders.

Increasing a company's productivity can be resolved by what is called Corporate Re-Culturing, a systematic method implementing "Directive Communication" practice to create a chain reaction change within an organization. The results will be a culture of fulfilled, innovative, motivated, and dedicated people that will look for creative ways to help the company. While change is not easy and often resisted, there are 4 primary steps that will transform a blame culture so that people instead of asking, "Who is to Blame?" will ask, "What can we learn?" or "How can I improve?"

§ The 4 steps to Corporate Re-Culturization

1. Intensification of the Leaders insight
a. Since few will give accurate feedback to the top man, a leaders perception may be clouded by misinformation about him/her self and his/her sensitivity to the surroundings. Learning the intricacies of Directive Communication in reference with the company's business, the leader can gain more insight in to the dynamics of the group, and their actions and reactions to his/her decisions.
b. Once the leader is aware of the psychology of his/her group and the triggers that create certain responses, he/she must delve into his/her own mind, and understand how his/her associations and values affect the group and the type of culture that is created.
c. Discovery is accomplished by a facilitator who will consolidate the issues of the management, the subordinates and the leader and translate them into fragments that can be dealt with individually.
2. Re-identifying the leaders position
a. The current group perceives the leader in a certain light and it becomes very difficult for that perception to change even if the leader changes. Unless certain tactics are employed to Redefine the leader and his/her character, the process of change becomes so long, that it is often given up before it has a chance to take effect.
b. Part of this process will be in a clear redefinition of the rules that strive on fundamental human needs. That is taking existing rules (or slightly modifying them if necessary) and clearly putting them in to a perspective of how adherence to these rules will satisfy the basic human emotional conditions for more satisfaction from the job.
3. Staff Re-framing
a. This requires putting into effect a series of strategies that seamlessly allow the staff to accept changes through including them in the change process. Directive Communication again plays an essential role in this step as the leader must direct the managers to believe that the implementation and ideas are theirs (even if they are not). And the managers must do the same to their subordinates.
b. Since there is often little useful feedback from subordinates to the leader, a facilitator is required to put the change process into effect by extracting the essential awareness and issues surrounding the operations and the requirements of company to reach peak performance.
4. Building credibility
a. This is done by showing almost instant results in performance and efficiency, and creating high visibility around the small successes that grow into the larger ones.
b. The idea is that everyone shares the credit for results. Motivational strategies would be built into the process to maintain higher energy and job appeal.

But it doesn't stop here, "Finance Guy" David Rogers who is also a master of Directive Communication follows up his re-culturing programs with Re-Conceptualization of teams for ultimate productivity in a separate process. This keeps the effects as a long term achievement.