Addressing the Blame Game

Organisations that are looking to become more innovative often cite the need to promote a culture where failure is not only tolerated but accepted. Failures can be key learning points for both the individual and the organisation (they just need to be early, cheap and not repeated!). For organisations that do not yet accept failure, there can be many barriers to getting there, not least if there is currently a “blame” culture in place. In such a culture, when things go wrong, when there is a perceived failure, instead of analysing the root cause, instead of learning from the event, time and energy are expended working out who to blame! In such a culture, the dysfunctions can easily compound: not only is there blaming, but blame is often misplaced and credit can also be misplaced!

 

Besides hindering innovation, a blame culture can result in employees hesitating to make decisions which results in inefficiencies and potentially reduced organisational growth. So what constitutes blame culture and how can the resulting atmosphere of distrust, disillusionment and fear be addressed? Research led me to a recent book on the subject by Ben Dattner and Darren Dahl: “The Blame Game – How the Hidden Rules of Credit and Blame Determine Our Success or Failure”, The Free Press, 2011. The authors’ cite research that people by nature are inclined to take too much credit and not enough blame; and to construct a “positive culture” of admitting mistakes and taking responsibility is almost counterintuitive. Within this context, the authors assert that there are three distinct personality types that “tend to figure prominently in the assignment of blame”.

Here’s how to address the “blame game” along with further implications (“et alors”).

Addressing the Blame Game

In order to move to a positive culture which does not involve blame, leaders must take responsibility; learn to learn; give and receive constructive criticism; and “accept some of the blame some of the time”. Along with improved self-awareness, this requires leaders to act with humility and take an “even-handed” approach to assigning credit. Leaders should assess whether they or their immediate colleagues display any of the following three distinct personality traits, and if so, adapt accordingly.

Extrapunitive

These individuals consistently blame others. “Extrapunitive bosses frequently lash out at people and create tension.”

To deal with such people, approach them during calmer, quieter moments. Highlight the fact that immediate compliance might have been achieved at the expense of longer-term “commitment”: employees will be performing to the letter but will not usually deliver on the boss’s wishes.

Impunitive

These individuals protect themselves by deflecting blame or refusing to acknowledge their responsibilities.

To deal with such people, clearly and explicitly explain your expectations. Highlight the fact that deflecting blame will usually result in misplaced blame and “an unfair blamer” will lose others’ respect and trust. People generally expect and want fair treatment.

Intropunitive

 

These individuals are generally insecure and, as micromanagers or perfectionists, usually accept an “inordinate” amount of blame. Similarly, “taking credit often makes them uneasy”.

To deal with such people reassure them and ensure that all situations are reviewed objectively. This is particularly important for people who are depressed and are accordingly “more likely to blame themselves for things that go wrong”.

Et alors?

Research showed that “when individuals blamed others they were actually worse off for doing so – both emotionally and physically”, so why are people doing it? The authors suggest that a blame culture in an organisation is more likely when employees have a fear of losing their job or a fear of not “advancing” as much as they would want to (i.e. promotions and/or opportunities). Such fear breeds blame which in turn results in a fear of blame! The culture can quickly spiral to one of “toxic poison”. It might be tempting to “blame” (!) this initial fear on “external” factors such as the recent great recession; however the authors’ research highlighted that “companies that accept collective blame for poor performance instead of blaming factors out of their control achieve higher stock prices over the long term” (21 year study of 14 public companies). Without becoming “intropunitive”, the starting point to address the “blame game” is to look to yourself!