When organizations undertake to change their cultures, the cultures sometimes behave as if they were unwilling to change. They can behave almost as if they had minds and wills of their own. Because this phenomenon is especially noticeable when we're transforming a blaming culture, it's useful to understand how blaming cultures "fight back."
An organizational culture is a blaming culture if blame plays a significant role in regulating behavior to ensure compliance with organizational expectations. Blaming cultures have difficulty reaching high levels of performance, in part because their people generally fear taking even reasonable risks. For example, a fear of being blamed for insubordination can cause an employee to refrain from questioning a superior's decision, even when that decision ought to be questioned. For more examples of the traits of blaming cultures, see "Top Ten Signs of a Blaming Culture," Point Lookout for February 16, 2005.
When we try to reduce the incidence of blaming in a culture, we encounter special challenges. Here are three examples of what makes changing a blaming culture so difficult.
- Blaming becomes covert
- Those advocating for removing blame as a management tool are likely to encounter supervisors who are accustomed to "killing the messenger." Change agents might sense progress when people deliver bad news without being subject to retribution, but the reality can be rather different.
- Supervisors might not immediately "kill the messenger," but they might eventually get around to it. For example, they can delay the execution for months or years to make it seem unrelated to the message delivery incident. The actual execution can take on any form, such as termination during a layoff or reorganization. In some cases, retribution can be delivered not by the offending supervisor, but by a proxy.
- Discussions of blaming are taboo
- In a blaming When blaming is a cultural
trait, changing the culture
is especially challengingculture that's attempting a transition, questioning incidents, procedures, or policies that are illustrative of the former blaming approach to behavior management can be interpreted as blaming and criticism. People who raise these issues are sometimes criticized for manifesting the old behaviors. The old ways remain in place because we regard questioning them as examples of the old ways.
- It's axiomatic that we cannot change what we cannot talk about. Unless we can openly discuss the costs and constraints of the status quo, coming to consensus as a group about ways to transform the status quo can remain out of reach.
- Change is blamed for hiccups
- All change entails loss. All culture change degrades organizational performance temporarily, as people try new ways of working together. But in blaming cultures, the habit of blaming leads to blaming the change itself for the temporary productivity loss.
- Instead of accepting the loss as a cost of change, the change is criticized for the loss. That can lead to rejection of the change on the basis of degraded performance.
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More articles on Organizational Change:
- Now We're in Chaos
- Among models of Change, the Satir Change Model has been especially useful for me. It describes how people
and systems respond to change, and handles well situations like the one that affected us all on September
- Training Bounceback
- Within a week after we've learned some new tool or technique, sometimes even less, we're back to doing
things the old way. It's as if the training never even happened. Why? And what can we do to change this?
- When Change Is Hard: II
- When organizational change is difficult, we sometimes blame poor leadership or "resistance."
But even when we believe we have good leadership and the most cooperative populations, we can still
encounter trouble. Why is change so hard so often?
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- 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.
Forthcoming issues of Point Lookout
- Coming 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.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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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.