![Beatty Pennsylvania broad ax Beatty Pennsylvania broad ax](../images/broad-ax.png)
Beatty Pennsylvania broad ax. The broad axe (also called hewing axe or side axe) was the preferred tool for squaring timber or flattening the sides of logs. This was an essential step in preparing material for log buildings and timber framing for houses or barns. Later applications were for railroad ties and trestle bridges. The blade is as broad as a headsman's axe, though the handle is shorter. Photo courtesy U.S. Federal Highway Administration.
Lenore and Brad stepped through the revolving door and out into the sunshine of the plaza. Lenore had intended to wait until they got to the car, but nobody was around, so she took a risk. "Here's a tip, since you're new," she began. "It's just not safe to talk that way in these meetings."
Brad was listening. "I figured," he said. "Warner's reaching for his double-bladed axe was the tip-off."
"Uh-huh," Lenore agreed, "and you haven't even seen real trouble yet."
Lenore is educating Brad in survival strategies for the organization he has just joined. Hopefully, it isn't too late, but if he had known what to look for, he might have been a little more cautious. Here are ten attributes that suggest that your work culture might be a blaming culture.
- Blame runs downhill in public, and uphill at the water-cooler
- Lessons-learned panels rarely assign any responsibility to the owner of the panel or to any superiors. Blame almost always runs downhill. But water-cooler talk is the opposite — people grumble about management.
- We rarely blame processes
- In a blaming culture,
if something goes wrong,
it's always the fault
of some one person - Blame is rarely assigned to equipment, to a process, or to a situation. If something went wrong, human error is the cause.
- We usually blame an individual
- Rarely do we assign blame to a group or to several people. One is enough to satisfy the beast.
- We kill messengers
- Bearers of bad news are especially at risk, because we have a pattern of killing the messenger.
- CYA is a standard business procedure
- Since you can't be sure when you might need cover, it's only prudent to take every opportunity to cover your behind.
- In response to catastrophe, we apply revised policy retroactively
- When something bad happens, we convene a panel to write or revise policies and procedures. Then we apply them retroactively, and we blame violators.
- We never revise policy in response to success
- When something good happens, we feel that our policies and procedures are validated, so there's nothing to do.
- We have designated winners
- When good things happen, we usually assign credit to someone who's already an anointed winner. Heroes are rarely found in the trenches.
- We blame people for breaking unwritten rules
- Some policies and rules are written down only in obscure documents, if they're written at all. No matter. You can still be blamed for violating them.
- People get sandbagged
- Some people find out about a failure or policy violation for the very first time in their annual reviews. This is especially maddening when having withheld the information prevented the employee from righting a wrong, or from avoiding repetitions.
If you find yourself being blamed, remember that blame is almost always inappropriate. Blaming yourself then only adds to your trouble. Learning is a far better choice. Top
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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" and "Plenty of Blame to Go Around," Point Lookout for August 27, 2003.
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Related articles
More articles on Workplace Politics:
Pumpers
- In workplace politics, some people always seem to be seeking information about others, but they give
very little in return. They're pumpers. What can you do to deal with pumpers?
How Pet Projects Get Resources: Abuse
- Pet projects thrive in many organizations — even those that are supposedly "lean and mean."
Some nurturers of pet projects abuse their authority to secure resources for their pets. How does this happen?
Virtual Interviews: I
- The pandemic has made face-to-face job interviews less important. Although understanding the psychology
of virtual interviews helps both interviewers and candidates, candidates would do well to use the virtual
interview to demonstrate video presence.
Bad Trouble: Coping strategies
- When Bad Trouble develops at work people make choices about coping. If they cope constructively, they
have choices about how to do that. Even those who don't cope constructively have choices. Here's a survey
of the wide range of choices people make.
Asymmetric Group Debate
- Group debates at work can be difficult when the domains of expertise of participants don't overlap by
much. Communicating is possible, though, if we believe in our shared goals and if we tackle the hard
parts without an audience.
See also Workplace Politics, Conflict Management and Managing Your Boss for more related articles.
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And on July 10: On Delegating Accountability: I
- As the saying goes, "You can't delegate your own accountability." Despite wide knowledge of this aphorism, people try it from time to time, especially when overcome by the temptation of a high-risk decision. What can you delegate, and how can you do it? Available here and by RSS on July 10.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group