Deviation management is a vital component of organizational quality improvement and compliance. While the discovery and reporting of errors has a primary goal to improve processes, very often management chooses to point the finger at the employee. Should deviation management be linked to employee discipline? Robust deviation management approaches evaluate both processes and staff involved in a deviation. Determining thresholds or steps to distinguish between improvement actions vs. employee actions (discipline) is an ongoing challenge. This workshop will explore methods to link process and error investigations to employee involvement. A process will be shared that will provide suggestions on how and when employee progressive discipline may be appropriate. Personal and organizational accountability concepts will also be discussed.