Quaint. Who's really blaming anyone these days? Vice-presidents maneuvering for power aren't trying to blame honestly in the first place, and the old-school bosses who'd call you into their office are retired by now. Modern organizations have Scrum Masters and Business Analysts with no disciplinary responsibility. In general, the appeal to universal truths on which to measure the individual is going out of style, and if you blame too much people will take it to Twitter or leave (exagerrating a little).

Workplace dysfunction (including the blame- and accountability issues from the article) is either coming from issues your boss knows about and can't fix, or considers acceptable, and either way you better work within the given constraints. Any solution about a griefing neighboring department will likely come through some tacit reorganizations when management reshuffles.

Not saying there is anything wrong in particular with the article, or that working through the article can't help if you truly want to reform a team; however such a task will require a manager with sufficient leadership skills and intuition about the true nature of an organization. Such a manager would better not put up powerpoint slides about the difference between blame and accountability at the end of the next daily standup. It's the intangible sprinkling of management magic that makes each team member feel understood and challenged to do better, and the diplomat's skill of negotiating a truce with the enemy within the company that no systems-thinking-article can teach.