In the CCCER model, what are the two key problems when it comes to recommendations? Why?

Here's an example from M.urdock's Book:

1. Depe.ndency. When told every time what to do, proce.ss owners dont develop the ability 2 think for themselves and ide.ntify some possible alterna.tives to correct the problem. Ins.tead, they let the auditor do.All the work, frm problem identification to identi.fication of alternatives, to the selection of the corrective action. Process owners should eva.luate the conditions in their unit & formulate solutions to the pro.blems presented.

2. Lack ofOwnership. I've encou.ntered many instances over the yrs where af.ter asking why certain practices are in place, the response is "the auditor told me 2 do it." Recall that mana.gement owns the pro.grams, processes, their objec.tives, related risks, and controls. All activities performed should exist bec.ause they help achieve the program or processes' obje.ctives. The auditor's role is to verify that the design and performance are conducive to the achie.vement of those goals. So, saying that the auditor told me 2 do it takes res.ponsibility away from the process owner and pre.sents the auditor as the de fa.cto owner who has now instructed operators what 2 do. A recom.mendation is a sug.gestion or propo.sal and it is up to the recipient to accept it or not.