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
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:
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- Your boss has popped into your office for another morning gab session. Normally, it's irritating, but
today you have a tight deadline, so you're royally ticked. What can you do?
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- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- Why Others Do What They Do
- If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly
why others do what they do. Here are some of the ways we get this wrong.
- Pariah Professions: II
- In some organizations entire professions are regarded as pariahs — outsiders. They're expected
to perform functions that the organization does need, but their relationships with others in the organization
are strained at best. When pariahdom is tolerated, organizational performance suffers.
Forthcoming issues of Point Lookout
- Coming November 22: Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
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- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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.