As Walter studied the next slide, Ellen's position became clear. The slide showed her root cause diagram with colored bubbles indicating which department had contributed which causes, and Geoff owned the largest share. If she was playing the blame game, Geoff was her target.
To prevent a battle between Ellen and Geoff, Walter offered, "I can see there's plenty of blame to go around, though I'm sure we could debate the allocations."
Walter's tactic might be successful. Distributing blame across the entire team is one way to prevent scapegoating. It also has an unintended consequence — it validates the idea of assigning blame.
Blame is toxic to organizations. When blame is in the air, punishment follows. To avoid punishment, we deflect blame from ourselves, or allocate it to others. We'll even take action to insulate ourselves from blame — we dodge involvement, withhold contributions, and make protective "CYA" statements.
The ensuing confusion prevents the organization and its people from learning from failures. Organizations and people who cannot learn from failures inevitably repeat them.
When blame is in the air,
punishment followsBlame-oriented cultures (B cultures) seek causes so they can punish, while Responsibility-oriented cultures (R cultures) seek causes so they can learn. To identify the culture of your organization, look at how people use language, how they acknowledge failure, how they understand failure, and how they look at the past.
- Using language
- In B cultures, people "take the blame," "get tagged," "get dinged," or "take the fall." Generally, B cultures have "post mortems" while R cultures have "retrospectives."
- Acknowledging failure
- B cultures have difficulty acknowledging failure, because acknowledgment precedes blame, and blame precedes punishment. Failing projects live on, long past the time when they should have been cancelled. R cultures acknowledge failures more easily, because they see them as opportunities to learn. Projects that should be cancelled (or restarted) are.
- Understanding failure
- To limit the resulting punishment, B cultures think failure is caused by the actions of a single person or organization. R cultures see failure as the result of a complex network of causes. They do this, in part, to maximize the resulting learning.
- Looking at the past
- In B cultures, retrospectives — if they are held at all — are starved of resources. When retrospectives do occur, they're tense, painful, dangerous affairs in which people withhold comments that could otherwise lead to real progress. R cultures invest in retrospectives, enlisting professional assistance to ensure the safety of participants. The organization and its people both benefit.
Consistent with B culture thinking, those who live in B cultures often blame the CEO or upper management for their problems. Although changing the culture from B to R does indeed require change at the top, everyone must change. Change can start anywhere. It can start with you. Top Next Issue
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For indicators that an organizational culture is a blaming culture, see "Top Ten Signs of a Blaming Culture," Point Lookout for February 16, 2005. The words blame and accountability are often used interchangeably, but they have very different meanings. See "Is It Blame or Is It Accountability?," Point Lookout for December 21, 2005, for a discussion of blame and accountability. For the effects of blame on the investigations of unwanted outcomes, see "Obstacles to Finding the Reasons Why," Point Lookout for April 4, 2012. For more on blaming and blaming organizations, see "Organizational Coping Patterns."
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More articles on Organizational Change:
- Workplace Taboos and Change
- In the workplace, some things can't be discussed — they are taboo. When we're aware of taboos,
we can choose when to obey them, and when to be more flexible. When we're unaware of them, they can
limit our ability to change.
- He's No Longer Here
- Sometimes we adopt inappropriate technologies, or we deploy unworkable processes, largely because of
the political power of their advocates, and despite widespread doubts about the wisdom of the moves.
Strangely, though, the decisions often stick long after the advocates move on. Why? And what can we
do about it?
- Outsourcing Each Other's Kids
- Outsourcing is now so widespread that it has achieved status as a full-fledged management fad. But many
outsourcing decisions lack the justification that a full financial model provides. Here are some of
the factors that such a model should include.
- Comfortable Ignorance
- When we suddenly realize that what we've believed is wrong, or that what we've been doing won't work,
our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting
reality and dealing with it, we can make faster progress toward real achievement.
- The Passion-Professionalism Paradox
- Changing the direction of a group or a company requires passion and professionalism, two attributes
often in tension. Here's one possible way to resolve that tension.
See also Organizational Change for more related articles.
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- And on February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
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