The Operations Review That Revealed a Pattern.
I was in an operations review meeting. The metrics were bad - significantly below target. I asked what was going wrong.
I got a list of 10 problems.
I listened. Then I started separating them:
8 of the problems were things already solved, or things that could be fixed easily, or things entirely within his control
2 were genuinely out of his control - Learning & Development hadn't delivered training materials he needed
The 2 legitimate blockers had become a shield for not addressing the 8 things he could do something about.
The 8-Chapter Analogy.
I told him:
"Look, what I'm hearing is this: You have an exam tomorrow. There are 10 chapters you need to study. This evening, your brother had a fight with you, stole 2 chapters from your book, and threw them out.
You're now sitting here in the exam hall telling me that because those 2 chapters are missing, you won't even study the 8 chapters you still have.
Is that what's happening?"
Silence.
Then acknowledgment.
The Pattern: Victim Buffering.
This shows up everywhere. Someone faces a legitimate obstacle - something genuinely outside their control. Then that obstacle becomes a buffer that shields them from accountability for everything else.
How it sounds:
"We can't hit targets because [legitimate blocker]" - but 80% of the gap has nothing to do with the blocker
"I couldn't complete the project because [real constraint]" - but most tasks didn't depend on that constraint
"The system is broken so nothing works" - but many things work fine despite the system
Why it happens:
It's psychologically easier to have one big external reason than many small internal ones
Legitimate blockers provide moral cover - you can't be blamed for what you can't control
Mixing controllable and uncontrollable items makes the whole list feel uncontrollable
The key insight: The blocker is real. The victim buffering is the choice to let that blocker excuse inaction on unrelated items.
How to Separate Blockers from Buffers.
When someone gives you a list of problems, separate them:
Step 1: List all the problems
Write them down. Don't judge yet.
Step 2: For each problem, ask:
Is this solved or unsolved?
Is this in their control or out of their control?
Does this actually block the outcome, or is it just related to the outcome?
Step 3: Create two lists.
Blockers: Genuinely out of control, actually blocking progress
Buffers: In control, or already solved, or not actually blocking
Step 4: Address them separately.
Acknowledge the blockers. Help remove them if you can. Escalate if needed.
But hold accountability for the buffers. These don't get a pass.
The Conversation Framework.
Don't accuse. Separate.
Wrong approach: "You're making excuses."
This triggers defensiveness. They'll double down on why the blockers are real (which they are).
Better approach: "Let's separate these. Which of these 10 items are genuinely blocking you, and which ones can we act on right now?"
This acknowledges their frustration while redirecting to action.
The 8-chapter question: "If these 2 things were magically solved tomorrow, would the other 8 still be problems?"
If yes - they're separate issues. Address them separately.
Why Good People Do This.
This isn't about bad intent. Good people do this too.
When you're overwhelmed, everything feels connected. When you're frustrated, legitimate obstacles loom larger. When you're defensive, you reach for your strongest argument - which is usually the thing you genuinely can't control.
The job of a manager isn't to judge this behavior. It's to help people see the separation they can't see themselves.
The Flip Side: When Blockers Are Real.
Sometimes the 2 chapters really do block everything. Sometimes the blocker is so fundamental that the other items genuinely can't progress.
How to tell the difference:
Ask: "If we set aside [blocker], can we make progress on [specific item]?"
If they can clearly explain the dependency, it might be real
If they struggle to explain how the blocker affects that specific item, it's probably buffering
Don't dismiss legitimate blockers. But don't let them become blanket excuses either.
The Takeaway.
Next time someone gives you a list of problems:
Listen fully - don't interrupt
Separate: what's genuinely blocking vs what's being used as a buffer
Acknowledge the real blockers
Hold accountability for the rest
2 chapters missing doesn't excuse 8 chapters unread.
Have you seen this pattern? How do you handle it? Let me know in comments.
~Discovering Turiya@work@life
