My
first encounter with the phrase ‘who dropped the ball’ was in a small office of
about a dozen staff or ‘team members’ in Abuja. The flush system in one of the
three toilets in the office was malfunctioning for nearly two weeks, when it
was reported and proven to have malfunctioned for nearly that long, the staff
or ‘team member’ responsible for operations, which includes ensuring functional
toilets, barely escaped a formal query, but with a very strong warning.
His
excuse that it was not reported to him fell flat: “it is your responsibility to
ensure that every facility is functional”, warned the head of the office. From
then onwards, the Operations point person delegated it to the cleaner, and all
staff reported any toilet issues to the cleaner and the cleaner responded
effectively.
In
normally functional systems, responsibilities are diligently delegated to parts
of the system, each part performing a small function to make the whole system
functional, and continue to remain almost perfectly functional at all times.
This can be likened to members of a small team - say half a dozen people – positioned
in a cycle and passing to each other a ball which must be protected and never
allowed to fell off to the ground, and hurt the smooth team function of keeping
the ball from ‘hurt’; the ‘ball’ must always remain properly inflated so it may
be passed to the next team member by bouncing it on. If the ‘ball’ fells out of
the passing game, the question must be asked: Who dropped the ball? Who caused
the ball to drop and roll away from the next team member? Where is the ball? The
team members and the ball symbolize a ‘system’ that must function towards a set-out
standard.
A
lot of simple, ordinary systems within our bureaucracy fail to function
properly and it is very often very difficult to locate where the fault is. Who
is causing simple processes to not function properly?
Take
the conveniences or the toilets of a typical public office for illustration:
this is an office with high citizen traffic that should have clean toilets
throughout the time on each business day. The person in charge of facilities
must have a team that includes cleaners who should keep the toilets neat and
functional at all times, washed at regular intervals – every 30 minutes, every 45
minutes or every 60 minutes - ensure there is soap on the hand-washing basins,
ensure there is toilet roll at all times. The most important team member
responsible for this is the cleaner. The best way to keep toilets clean then,
is to empower the cleaner with responsibility for all the little things
required to keep the toilet functional at all times. If it fails to function,
the cleaner has got to explain why, and if the ‘explanation’ is not
satisfactory, then that cleaner must be deemed to have ‘dropped the ball’ and
must be made to face consequences for ‘dropping the ball’.
In
the early weeks of Nigeria’s National Conference in 2014, news reports claimed
that delegates complained of a lack of toilet roll in the toilets. Somebody
must have dropped the ball! In most cases in Nigeria, even petty matters like
ensuring functional toilets which should easily be managed by a cleaner, are
centralized and controlled by ‘oga-at-the-top’: all the overhead or petty operational
cash (‘imperest’ in Nigeria’s bureaucratic parlance) budgeted for cleaning goes
to the ‘oga at the top’ who has no business with toilet matters (except of
course to enjoy relieving himself/herself in a clean toilet at any time).
Just
set out a standard operating procedure (SOP) for any barely schooled cleaner
and let out the resources to him/her, then hold him/her responsible whenever,
whenever the toilet fails to function according to the SOP. That way, all team
members have responsibilities and must explain whenever the ball drops: who
‘dropped the ball’?
Take
the large port-holes on our roads for another illustration, there needs to be a
‘system’ of ‘team’ members with different responsibilities towards ensuring
that all little cracks are sealed-up, at very minimal costs before they become
huge craters and gullies. If a crack is discovered to be widening towards
becoming a pot-hole, it means that the ‘ball was dropped’ by one of the team
members. Members of a team here may include delegated staff of the responsible
agency that move around particular roads to survey for any new cracks and
report back for action to be effected, this can be effectively supplemented by
a call system for the public to also report fresh holes or cracks on the roads.
In such a system, questions should be asked to locate the team member that
caused a little hole or crack to fester or widen to become a pot-hole. Was it
reported and somebody failed to take action? Who ‘dropped the ball’?
Yet
another illustration for ‘dropping the ball’ can be seen in the May 2014
reports of a mutiny by soldiers of the 7th Division of the Nigerian
Army in Maimalari Barracks, Maiduguri. Though denied by the defence
authorities, the Defence spokesman, Major General Chris Olukolade was reported
(in The Nation, May 15
2014) to have said “the commanding officer of the 101 battalion had actually
gone to Abuja for a course and could not have deliberately refused to pay their
allowances...It is true the soldiers raised many issues of concern annoying
them...”. The military high command then went on to set up a court to try the “annoyed”
soldiers.
Clearly,
somebody dropped the ball, causing the soldiers to risk their lives in the
field without their allowances, one team member that clearly appeared to have
‘dropped the ball’ is the commanding officer that went on course to Abuja
without delegating to ensure the system continued to function smoothly. Yet, we
would rather embark on costly committee enquiries to determine ‘what went
wrong’.
It
is not by magic or miracles that we encounter clean toilets or smooth roads
without pot-holes in the so-called developed world. It is simple: individuals
in a team are given responsibilities for different tiny bits of routine work
that must make the whole system functional. The slightest system failure raises
the question ‘who dropped the ball?’ – thus, all team members struggle to avoid
‘dropping the ball’. The team leader thus, turns the fire on the team members
to locate where the ‘ball has dropped’ or where the ‘ball is always dropping’.
It becomes very easy to locate any team member that ‘mishandled’ the ball, or
makes the ball to drop too often. The team leader is held responsible if s/he
cannot ensure that the team members keep the ball moving seamlessly.
Wherever
(including Nigeria) a system works efficiently and effectively, responsibilities
are clearly delineated and delegated top-down. Everyone no matter how low down
the ladder is an important and responsible member of a team that must account
for the responsibilities given to him/her. Anyone one who causes the slightest
malfunction in the system is easily identified, and if a team member ‘drops the
ball’ too frequently, that team member must be made to ‘shape up’ and get
‘shipped out’ by the leader of the team.
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