When something goes wrong in an organization—such as unethical behavior or breaking rules—things can quickly get complicated. Employees, managers, and even the organization itself can become caught up in what Thomas J. Roulet and Rasmus Pichler (2020) call the “blame game.” This concept is all about the different ways people and organizations respond when they’re accused of wrongdoing. From a Human Resources (HR) perspective, understanding these dynamics can help in managing crises, maintaining a healthy workplace culture, and protecting the organization’s reputation.
What is the “Blame Game” in Organizations?
When an organization is accused of misconduct, it can trigger a “blame game,” where various players—like leaders, employees, or the organization as a whole—use different strategies to shift the blame and protect themselves. This process is driven by two main types of ambiguity:
- Moral Ambiguity: Uncertainty about whether an action was right or wrong.
- Attributional Ambiguity: Uncertainty about who is responsible for the action.
Depending on how these ambiguities play out, organizations and their members might engage in scapegoating (blaming someone else) or whistleblowing (exposing wrongdoing to redirect the blame).
How HR Can Understand and Manage the “Blame Game”
Understanding the “blame game” dynamics is crucial for HR professionals, as they often play a central role in addressing misconduct and its fallout. Here’s a closer look at how these dynamics unfold and what HR can do:
- High Moral Ambiguity, Low Attributional Ambiguity:
- Situation: The organization is clearly blamed, but it’s unclear if the behavior was really wrong.
- HR’s Role: In this case, organizations may deny any wrongdoing, focusing on justifying their actions as normal or acceptable. HR can help by guiding the narrative to emphasize ethical standards and transparency. It’s important for HR to communicate openly, providing context for the decisions made and ensuring employees understand the reasoning behind those actions.
- Low Moral Ambiguity, High Attributional Ambiguity:
- Situation: The behavior is clearly wrong, but it’s unclear who exactly is to blame.
- HR’s Role: Here, organizations might engage in scapegoating, targeting certain employees to deflect blame from the organization as a whole. HR should be cautious of this tactic, as it can damage trust and morale. Instead, HR should promote a culture of accountability and fairness, ensuring that investigations are thorough and that blame is appropriately assigned based on facts, not convenience. HR also needs to provide support and protection for employees who may become scapegoats and create channels for safe whistleblowing.
- High Moral Ambiguity, High Attributional Ambiguity:
- Situation: Both the morality of the action and the party responsible are unclear.
- HR’s Role: In such scenarios, organizations might first deny wrongdoing while keeping the option open to later shift blame if needed. HR should manage these situations by being proactive in fact-finding and communicating clear, consistent messages. It’s crucial to avoid creating a perception of indecision or evasion, which could harm the organization’s credibility.
- Low Moral Ambiguity, Low Attributional Ambiguity:
- Situation: It’s clear that something wrong happened, and it’s clear who did it.
- HR’s Role: In this case, there’s little room for a blame game. The best strategy is to accept responsibility, offer genuine apologies, and focus on corrective actions. HR should lead the way in developing a response plan that addresses the issue, communicates clearly with all stakeholders, and lays out steps to prevent similar incidents in the future.
Practical Takeaways for HR
The “blame game” can significantly impact an organization’s culture, trust, and reputation. Here are some key takeaways for HR professionals:
- Promote a Culture of Accountability: Encourage employees at all levels to take ownership of their actions. A strong ethical culture can deter misconduct and reduce the tendency to engage in blame games.
- Establish Clear Whistleblowing Channels: Make it safe and straightforward for employees to report concerns. HR should ensure that whistleblowers are protected and that their claims are investigated thoroughly and fairly.
- Communicate Transparently: When misconduct occurs, communicate openly with employees, stakeholders, and the public. Provide clear, honest explanations and avoid misleading or incomplete information.
- Lead with Integrity: HR should model ethical behavior and hold everyone, including senior leadership, accountable for misconduct. This approach builds trust and reinforces the organization’s commitment to its values.
Conclusion
From an HR perspective, managing the “blame game” involves more than just damage control—it’s about fostering an organizational culture that values transparency, accountability, and ethical behavior. By understanding the dynamics of scapegoating and whistleblowing, HR professionals can better navigate these complex situations, mitigate risks, and help the organization emerge stronger and more resilient.
References:
Roulet, T. J., & Pichler, R. (2020). Blame game theory: Scapegoating, whistleblowing, and discursive struggles following accusations of organizational misconduct. Journal of Management Inquiry. https://doi.org/10.1177/2631787720975192
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