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.
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.
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
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More articles on Workplace Politics:
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather,
they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's
political agenda. Here's part one a catalog of some favorite tactics.
- On the Appearance of Impropriety
- Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean,
what are the consequences of such avoiding, and when is it an appropriate choice?
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
- Management Debt: I
- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths
— that lead to recurring costs that are typically higher than alternatives. Why do we take on
management debt? How can we pay it down?
- Unanswerable Questions
- Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable
questions and how can we respond?
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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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
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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.