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.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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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More articles on Workplace Politics:
- How to Get a Promotion in Line
- If you want a promotion in line — a promotion to the next supervisory level in your organization
— what should you do now to make it come about? What risks are there?
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- On Badly Written Email
- Even those who aren't great writers do occasionally write clearly, just by chance. But there are some
who consistently produce unintelligible email messages. Why does this happen?
- Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams.
Here is Part II of our exploration of mechanisms that account for team members' holding back effort
they could contribute.
- Power Affect
- Expressing one's organizational power to others is essential to maintaining it. Expressing power one
does not yet have is just as useful in attaining it.
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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.