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There are now many firms pay great attention to improve their working environment and turn it into an attractive and professional one. But there are still some leaders have the habit of blaming others for their own faults. According to the results of recent researches, blame can be widespread like influenza. It seems that both positive and negative qualities share this virus-like characteristic equally.
During an interesting series of experiments at Stanford University, it was found that when leaders publicly blamed other people, it dramatically increased the likelihood that the practice would become viral. The reason for this is that blame spreads quickly because it triggers the perception that one's self-image is under attack and must be protected at all costs. This occurs when somebody is publicly blamed for a problem, even though they are innocent, this event becomes socially contagious.
It seems that when we see others protecting their egos, we also become defensive and try to protect our own self-image by blaming others for our mistakes. This defensive mechanism may feel good at the time but in the long run such a response will damage our reputations and be destructive to our organization. During hard economic times when people are concerned about their safety within an organization, blaming becomes more common. People will try to strengthen their hold on the job by not admitting any mistakes.
When public blaming becomes common practice and part of the culture of an organization, the damage is immense. When individuals become fearful about being blamed, they become less willing to take risks, they are not as innovative or creative and are less likely to learn from their mistakes. Blame leads to a culture of fear and in turn, leads to negative consequences for individuals and groups. To avoid this situation, leaders must recognize employees who learn from their mistakes and to share their mistakes for others to learn from as well. Public praise is the antidote to public blame. Effective organizations encourage their leaders celebrate and learn from mistakes rather than pointing fingers and allocating blame. The research shows quite clearly that this sort of practice can avoid negative effects on the culture of the organization.
It is believed that people who blame share certain characteristics. Typically, they are more ego defensive and have a strong tendency to feel chronically insecure. In difficult economic times, these feelings are amplified.
Further experiments showed that individuals who observed somebody being blamed tended to carry on the same behavior themselves. However, subjects were insulated from blame when their self worth was high. This is an important factor to be understood by all people in leadership positions. Building self-worth through positive reinforcement becomes an even more important part of the leaders work as a result of this research.
