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Blame can be defined as the disposition to hold responsible, either by oneself or others, for an action or occurrence. It is often used in interpersonal relationships, in politics and in business. Blame can also be used as a disciplinary technique to control others. In these settings it functions as a tool to remove people from power, to correct behavior or to impose discipline. It is a powerful tool, but when properly used can be just as useful as praise or applause.
Description: Blame is a powerful tool used in the game of blame. Blame is the practice of holding all responsible, either by oneself or others, for an action or occurrence. When a person is individually responsible for performing something wrong, his/her action is usually blameworthy. When in a group, blame can be transferred to the entire team if it is clear that there was a mistake, even if no one actually committed the wrongdoing. In a leadership position it can be used to deflect blame, remove potential blame, and to remove those who have been found to be at fault for behavior that is considered inappropriate.
Uses: Blame can be used to correct people or to excuse ourselves from personal responsibility when we make mistakes. We may wish to avoid making mistakes, but that is impossible, so blame someone else for our failures. In business it can be used to deflect blame, remove blame, assign blame when appropriate, correct or clarify mistakes, take the blame for our own behavior, avoid blame, admit mistakes made, and take responsibility for our actions. Also, blame can be shifted to someone else when we feel we are being criticized for our performance.
Who plays the blame game? Usually, in an office environment, the most prominent scapegoats are the junior managers and those who are in the direct firing line. But sometimes employees become so accustomed to blaming others for their own problems that they start looking for it everywhere — including in places where it is not normally found. For example, blame is sometimes laid on the senior manager when the junior managers are responsible for poor performance. It can also be laid on the senior manager when senior management has done something wrong.
What about blaming others for your own mistakes? Sometimes you are so caught up in the blame game that you cannot escape it. For example, when you are making a big mistake, especially in a meeting or while presenting, you automatically start to blame somebody else for it, even when the mistake is your own. As a leader, blame can be a very effective psychological strategy. However, because blame can often be self-deceptive and can be used to mask deeper issues, it can also be very harmful.
How do you stop the blame game? First, in all situations, have an honest and open dialogue with team members where blame is not projected. Second, as a leader, have a clearly defined goal for blaming others, which is to improve organizational performance. Have an appropriate expectation about how blaming others will affect your performance as a leader.
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