When disaster strikes, and you hear that you'll be "held accountable," do you calmly ask yourself, "How can I help us figure out what went wrong?" Or do you think, "How can I become totally invisible in a hurry?"
The word accountability is widely misused. To be accountable means to be responsible for and answerable for an activity. If something goes wrong, those accountable are expected to answer for their part in the goings-on, because we need their knowledge if we want to perfect our flawed systems.
Blame is something more. To be blamed is to be accountable in a way deserving of censure, discipline, or other penalty, either explicit or tacit.
Accountable does not mean "blame-able." Accountability and blame differ in at least four dimensions.
- Learning vs. punishment
- Understanding how the failure happened helps us prevent similar failures. Because those accountable often have useful information, we value their participation in organizational learning, usually in the form of retrospectives or after-action reviews.
- If blame is the goal, instead of real organizational learning, activity usually stops after we've found the culprit or culprits. There isn't much role for them in retrospectives. Once we tag them, their only role is to receive punishment.Fear of accountability
is a strong indicator
- Incidence of fear
- If we really are seeking those accountable, fear isn't a factor. Those accountable have nothing to fear unless actual negligence or corruption is involved, and then the failure isn't the issue — their malfeasance is.
- Fear of accountability is a strong indicator of blaming. Generally, if people fear being identified as "accountable" for a specific failure, it's with good reason — perhaps they committed some form of malfeasance, or maybe the "accountability" is actually blame.
- Org chart altitude distribution
- Those with responsibility are accountable, and those with the most responsibility are high up on the org chart.
- When we find those accountable at many levels of the org chart, we're more likely to be assigning accountability; when we find those accountable concentrated at the bottom of the org chart, chances are that we're assigning blame.
- Acknowledging interdependence
- Nearly everything we do is a group effort; rarely is only one person — or even one team — fully responsible for any action or decision.
- If we truly seek to find those accountable, the result is probably a list — sometimes a long list. If we seek to blame, usually one person is enough to feed the beast.
Even if your culture is blame-free, when you seek those accountable for a failure, you might encounter reactions based on past experiences of blame and punishment, rather than the accountability of here-and-now. To maintain an accountability-based culture free of blame, accept these reactions for what they are, and work to bring everyone into the present. Top Next Issue
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Blame-oriented cultures and accountability-oriented cultures differ in other ways, too. For indicators that an organizational culture is a blaming culture, see "Top Ten Signs of a Blaming Culture," Point Lookout for February 16, 2005. 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.
- Erin Kelley-McNeely, EKM Consulting Services & Writing Solutions
- Boy…this is one of your best ones! I hope it gets full attention from your audience with all the holiday stuffage. It's also very timely to year-end objectives being met (or not) with performance reviews for 2005 the first order of business in 2006!
- I wanted to add something — in case you reprise this article. Accountability versus Blame also fosters creativity rather than stifles it. Accountability also allows for true pride in a job well done. Accountability is not just for those things that go wrong. I have seen people live in fear of blame and either spend too much of their time in CYA or lose their creative edge altogether.
- Great work Rick. You never disappoint!
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More articles on Workplace Politics:
- Conflicts of Interest in Reporting
- Reporting is the process that informs us about how things are going in the organization and its efforts.
Unfortunately, the people who do the reporting often have a conflict of interest that leads to misleading
and unreliable reports.
- Managing Non-Content Risks: I
- When project teams and their sponsors manage risk, they usually focus on those risks most closely associated
with the tasks — content risks. Meanwhile, other risks — non-content risks — get less
attention. Among these are risks related to the processes and politics by which the organization gets
- Deep Trouble and Getting Deeper
- Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're
pretty sure there's no way out.
- Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can
also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve
our ability to prepare for adverse events?
- Covert Obstruction in Teams: I
- Some organizational initiatives are funded and progressing, despite opposition. They continue to confront
attempts to deprive them of resources or to limit their progress. When team members covertly obstruct
progress, what techniques do they use?
See also Workplace Politics and Conflict Management for more related articles.
Forthcoming issues of Point Lookout
- Coming March 29: Time Slot Recycling: The Risks
- When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.
- And on April 5: The Fallacy of Division
- Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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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