Managers inadvertently create this dynamic when they are focused on attacking obstacles rather than creating infrastructure. If <employee> knows how to do somet

Managers inadvertently create this dynamic when they are focused on attacking obstacles rather than creating infrastructure. If <employee> knows how to do something, and that thing is not getting done, then <employee> is the obstacle. The discussion often doesn't make it to the point of 'why doesn't anyone else know how to do this?' Management needs to think more like logisticians rather than tacticians. From an employee standpoint, when helping your peers ask them to take notes. Any additional requests -> ask them to refer to their notes. This sets a clear boundary and gives you a built-in defense while still helping the team achieve goals. Now you are no longer the obstacle, because you provided training. The obstacle is now <Peer's> inability to properly take notes or retain information. <Peer> knows this and is much more likely to attempt solutions rather than nag you into doing their job, or escalate to management. Additionally <Peer> will have better knowledge retention by synthesizing their own notes. Documentation is a good barometer of this behavior (it's the first casualty). If your environment has little documentation, then you are probably looking at a group that will punish responsibility. No one documents anything if all that earns them is 'John's instructions don't work, I've asked him several times to fix it'.