Why blaming doesn’t work

In a previous posting we referred to the idea that a workplace can have a culture of blame. In such a workplace, when things do go wrong (as they inevitably do in every workplace) the accepted strategy is is to blame someone (or something) else. Blaming becomes the norm. This is an unhealthy work environment.

Blaming someone else for a problem can sometimes give the blamer a sense of claiming the high moral ground. He (or she) stands proud—seemingly above the problem: “It wasn’t my fault!” they say, pointing the accusing finger ‘down’ at somebody else. The blamer feels self-satisfied that he or she is ‘safe’ and someone else will cop the wrap and a ‘blast’ from the manager.

However blaming is rarely an effective strategy. Blaming doesn’t help to fix the problem or facilitate change. There are several reasons for this:

• Blaming generates resentment & defensiveness
• Blaming erodes relationships
• Blaming compromises effective communication & cooperation
• Blaming doesn’t help get to the root cause of a problem or issue
• Blaming is just another form of ‘passing the buck’—in the end people need to accept responsibility if things are to change.

Blaming in the workplace is more about point scoring and power politics than it is about problem solving or continuous improvement. Embarrassing and putting people down in public is no way to win respect. Even if the person being blamed secretly admits, or knows, he or she was responsible for the problem, ‘rubbing their noses in it’ doesn’t help. Casting blame leads people to be more hostile, more defensive, and less open to ideas, suggestions and effective communication.


Often too, the person casting blame is effectively side-stepping his or her responsibilities and not addressing what they might have done (or could do) to prevent such problems from occurring.
When we engage with people in workplaces we sometimes need to ask: “Do you want the satisfaction of the problem being solved? Or do you want the satisfaction of being able to blame someone else?” You can’t have both.

Do you have a culture of blame in your workplace? Or have you seen this happening in other workplaces? Share your stories and experiences with us. We look forward to hearing from you.

Peter Waterhouse
Work Doctor at Workplace Learning Initiatives Pty Ltd



Related Articles:

• Is your workplace sick?
• Symptoms of a sick workplace
• Curing a sick workplace: Coffee and cake, or onions?
• Why focus on workplace learning?

Symptoms of a 'sick' workplace

In a previous posting we referred to the idea that a workplace can be sick—a bit like a person. Like a sick person, it is sometimes possible for the workplace not to know that it is sick; or to not appreciate fully how sick it really is. However ignorance is not protection (the way wellness is). Unless problems are identified and addressed things tend to get worse and a chronically sick workplace will ‘die’; probably sooner rather than later.

So can we identify the symptoms of a sick workplace? In our experience the indicators vary. They will depend upon the enterprise, its business and its sickness. Every business is different. However there are some things to look for:

A high level of Occupational Health and Safety incidents, accidents or ‘near misses’ may be an indication of a workplace which is not only unsafe or unhealthy for its employees, but is also not functioning effectively. This condition may be reflected in high insurance premiums for the business and costs considerably higher than they would be if effective OH&S policies, procedures and practices were implemented and followed.

A culture of blaming is another good indicator of an unhealthy work environment. Every workplace has its share of problems; things do go wrong, unexpected things do happen. However in an unhealthy workplace the problems are always someone else’s fault. Management blames the shopfloor and vice-versa; or it’s the engineer’s fault, or the supplier’s fault, or the plant and equipment is not up to scratch, or the customer is to blame! It’s always someone, or something else! Blaming others is not an effective way to solve problems. As long as we continue to blame someone else, we’ll never be able to see the real cause of the problem and nothing will get better.

High levels of absenteeism are another indicator that there may be problems in the workplace. People don’t want to be there unless they absolutely have to be, so they find ‘excuses’ to be unavailable. ‘Sickies’ become the ‘norm’ and the workplace—and everyone else who is still present—has to suffer.

High levels of staff turn-over, ‘churn’ and ‘burn-out’ can reflect a similar story. Some unhealthy workplaces find it almost impossible to attract and retain people. When they do get good people they don’t stay. Managers may complain chronically that job applicants and employees are not ‘up to standard’. However they fail to critically consider their own expectations and the extent to which the work, the workplace and the systems might be part of the problem.

Déjà vu, or the ‘here we go again’ experience, can be another indicator that things are not as they should be. Mistakes are made in strong, healthy, productive workplaces just as they are in unhealthy workplaces. The difference is that sick workplaces keep making the same or similar mistakes. They don’t learn from their mistakes. In a healthy workplace mistakes become a valued source for learning and people move on, improving their practice on the basis of their learning.

Living and working in a constant state of ‘crisis’ can be another useful indicator. Crisis conditions usually involve a high level of stress, anxiety and urgency. Sometimes, even if this is uncomfortable, it can be useful. However to be in a constant state of crisis is unhealthy, for people, and for workplaces.

Do you recognise any of these key symptoms? Can you identify other signs or symptoms of an unhealthy work environment? We are not claiming a comprehensive list here–just some points to consider. We look forward to hearing from you.

Peter Waterhouse & Peter Hancock

Work Doctors @ Workplace Learning Initiatives

Related Articles:

• Is your workplace sick?
• Why blaming doesn't work
• Curing a sick workplace: Coffee and cake, or onions? 
• Why focus on workplace learning?
  
  

Is your workplace sick?

Is your workplace ‘sick’? We don’t mean sick the way some young people might say new music, or clothes, or a film is sick—meaning that it is unusual and different, but also trendy, cool and highly desirable.

No, we mean is your workplace sick the way we (human beings) sometimes get sick.

When we’re sick we are unwell, we’re not functioning properly; we’re not ‘firing on all cylinders’. So we can’t perform the way we’d like to—things don’t happen the way we expect them to happen. Sometimes there’s an ache, or a pain that’s quite specific. This gives us a clue to where something is wrong. At other times it’s not so obvious, the symptoms may be many, subtle, indirect, or variable; but we still know something’s not right. Being unwell can be mildly irritating, or it can be completely disabling. It can be frustrating, it can slow you down; or it can stop you in your tracks. Being unwell can make some things difficult but others absolutely impossible. It can be demoralizing and in some cases it can lead to people giving up altogether.

In our experience all of these symptoms can also be found in sick workplaces. Unhealthy workplaces don’t function very effectively. They’re bad for people and they’re bad for profits. A workplace can be seriously sick—or just a little off-color. Either way there is room for improvement.

However in most workplaces it’s the people (a person or group of people, you know, “Them!”) who get the blame. It’s rare that anyone really stops to ask; ‘What’s wrong with this place? Why do these things keep happening? Does it have to be like this? Could it be different – could it be better? Why can’t we fix this?’

Sometimes when we’re sick we go to the doctor. Most times we can get well again. But there aren’t too many doctors who can ‘diagnose’ and ‘cure’ an unhealthy workplace. There are some specialists in universities and high-powered consulting firms who know about these things. However they tend to be expensive, not very accessible; and they talk a language which is difficult to understand. These, ‘specialists’ often have their own formula, or ‘model’. They want the client organisation to conform to their model, the one-right-way a business should be structured and run. But we know the variations are almost limitless and that there isn’t one-right-way to do most things.

That’s why we are starting this blog. We are not in an Ivory Tower (or a glass tower either) and hopefully we’re talking in plain language. We want to connect with people in workplaces who are interested in these issues. In particular we want to talk with managers, supervisors, team leaders and business owners who are interested in creating and sustaining ‘healthy’ workplaces. In our experience a ‘healthy’ workplace is also a happy and productive workplace. And we’re not just talking about Occupational Health & Safety here—although that’s an important part of the story; we’re talking about the well-being, productivity and performance of the workplace as a whole. We know that training isn’t always the answer (that’s why it’s only part of what we do) but we also understand that in various ways it is possible to make a difference. ‘Sick’ workplaces can become healthy and productive.

So, do you think you’re in a ‘sick’ workplace? Or were you once in a sick workplace? Did it get better? Or worse? How? What happened? Why don’t you tell us something about it? We may be able to help but even if not, others out in Blogspace will have ideas to share. We look forward to hearing from you.

Peter Waterhouse & Peter Hancock
http://www.wli.com.au/


Related Articles:

• Symptoms of a 'sick' workplace
• Why blaming doesn't work
• Why focus on workplace learning?
• Curing a sick workplace: Coffee and cake, or onions?