With all respect to the students and professor, the paper, which I have now read 3 times, seems OK to me for MBA level students. The Holy Grail for many Quality practitioners is culture change, and training, benchmarking, incentives, etc., are all accepted approaches. It is self-evident that performance and culture are "sub-optimum" when compartmentalized upper management indulges in the "turf disputes" the students describe, as I read it. So far so good for analysis. My own experience is that a culture of effective problem solving gets us away from sub-optimalization. Some managers (like almost everybody) snipe a bit, but after forming-storming-norming-...you know. Whether we call it PDCA, PDSA, 5-P, 8-D, K-T, or whatever, objective evidence will show whether we have done the right thing. Are we gathering and understanding that evidence? Have we sought to implement good solutions wherever they might apply? Is the customer demanding to do repeat business? Honestly focusing on these questions reduces sniping, and then we may subjectively notice a culture change.