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:
- Devious Political Tactics: Cutouts
- Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts,
operators can manipulate their environments while limiting their personal risk. How can you detect cutouts?
And what can you do about them?
- The Advantages of Political Attack: I
- In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when
the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond
- Ground Level Sources of Scope Creep
- We usually think of scope creep as having been induced by managerial decisions. And most often, it probably
is. But most project team members — and others as well — can contribute to the problem.
- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences.
Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding
of the mechanisms of spontaneous collapse of agreements can help us craft more stable agreements.
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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- 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.