When we see others protecting their egos, we become defensive too. We then try to protect our own self-image by blaming others for our mistakes, which may feel good in the moment. Blame creates a culture of fear, and this leads to a host of negative consequences for individuals and for groups.

By Teresa Neumann

REPORTER’S NOTE: Wow, does this hit home! Blame shifting may not be human nature at its worst, but it’s directly related to some of history’s most abhorrent moments: Cain killing Abel, Saul’s hatred of David, and the Pharisees condemnation of Jesus, to name just a few. Perhaps this is a timely reminder for all of us to guard our hearts against it. I know it is for me. -Teresa Neumann, BCN.

Though it should go without saying, new research from the USC Marshall School of Business and Stanford University reports that merely observing someone publicly blame an individual in an organization for a problem—even when the target is innocent—greatly increases the odds that the practice of blaming others will spread with the tenacity of the H1N1 flu.

The reason: blame spreads quickly because it triggers the perception that one’s self-image is under assault and must be protected.

The study called “Blame Contagion: The Automatic Transmission of Self-Serving Attributions” is believed to be the first to examine whether shifting blame to others is socially contagious. The results will be published in the November issue of Journal of Experimental Social Psychology.

“When we see others protecting their egos, we become defensive too,” says Fast, the study’s lead author. “We then try to protect our own self-image by blaming others for our mistakes, which may feel good in the moment.” He adds that in the long run, such behavior could hurt one’s reputation and be destructive to an organization and further to our society as a whole.

Fast is quoted as saying when public blaming becomes common practice—especially by leaders—its effects on an organization can be insidious and withering: Individuals who are fearful of being blamed for something become less willing to take risks, are less innovative or creative, and are less likely to learn from their mistakes.

“Blame creates a culture of fear,” Fast said, “and this leads to a host of negative consequences for individuals and for groups.”

A manager can keep a lid on the behavior by rewarding employees who learn from their mistakes and by making a point to acknowledge publicly his or her own mistakes, Fast says. Managers may also want to assign blame, when necessary, in private and offer praise in public to create a positive attitude in the workplace.

Fast is also quoted as saying anyone can become a blamer, but there are some common traits. Typically, they are more ego defensive, have a higher likelihood of being narcissistic, and tend to feel chronically insecure.

Read the article in its entirety by clicking on the link provided.

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Staff – Science Daily http://www.sciencedaily.com/releases/2009/11/091119194124.htm

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