We found a match
Your institution may have access to this item. Find your institution then sign in to continue.
- Title
MUST HEADS ROLL? A CRITIQUE OF AND ALTERNATIVE APPROACHES TO SWIFT BLAME.
- Authors
SKARLICKI, DANIEL P.; KAY, ADAM A.; AQUINO, KARL; FUSHTEY, DAVID
- Abstract
When mistakes or perceived wrongdoings occur in the workplace, managers-like most human beings-demonstrate the tendency to locate someone to blame, including assigning responsibility and sanctioning perceived wrongdoers for their actions. We highlight that although this response can be motivated by organizational, legal, and psychological factors, blame can be detrimental to the organization and its employees when it occurs in a spontaneous and nondeliberative manner, which we label swift blame. We argue that swift blame can involve distorted perceptions and judgment, exacerbate conflict, erode employee engagement, and stifle organizational learning. We further argue thatmanagers have a special responsibility to thoughtfully and carefully consider how they react to perceived wrongdoings. Drawing from dual processing theory of cognition, we propose that managers can respond more effectively by adopting perspectives that slow down these tendencies and promote more thoughtful reactions. To this end we highlight research opportunities for three alternatives to swift blame: (a) a no-blame approach, (b) systems of inquiry and accountability, and (c) mindfulness training.
- Subjects
WORK environment; EXECUTIVES; BLAME; PSYCHOLOGICAL factors; JOB involvement; ORGANIZATIONAL learning
- Publication
Academy of Management Perspectives, 2017, Vol 31, Issue 3, p222
- ISSN
1558-9080
- Publication type
Article
- DOI
10.5465/amp.2015.0118