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Monkswood Associates Newsletter
Topic for the Month: Handling Blame Culture
My opening thought:
“There are two primary choices in life: to accept conditions as they exist, or accept the responsibility for changing them.”
Denis Waitley (American motivational speaker and author
of self-help books, b 1933)
Following my last newsletter I was asked by one reader “how do you get a person used to the blame culture to react to ideas for discussion, to become assertive, to feel their contribution will be heard on equal terms?” This reminded me of an occasion when a director came to me for advice on how to handle moving to a no-blame culture. Fortunately the management team accepted – and in some ways was relieved – that such a change does not happen overnight. More like two to three years for the whole organisation, although some sections made the change within three to six months. Each director held meetings with their own team and explained what the organisation wanted to achieve and the reasons behind this desire. Then each director facilitated a discussion which included:
- The wish to and reason for change to a no-blame culture
- Each director mentioned that if every employee made at least one small change then that would mean at least 1,000 changes which would definitely have an impact on the organisation
- What the team would consider to be the sorts of behaviour they would anticipate being present – and absent – in such a culture. Questions that helped people’s thinking were:
- “what would you like to have happen?”
- “when has blame not happened?”
- “what sustains a blame culture?”, “how is that a problem?” and “how can this be addressed?”
- “what will sustain a no-blame culture?”
- “what does responsibility look like?”
- when faced with ‘it is impossible to achieve’ ask “what would happen if it was possible?” and “what would happen if it wasn’t possible?” and “what wouldn’t happen if it was possible?” and “what wouldn’t happen if it wasn’t possible?”
- “what needs to happen?” - How they would judge success
- What the team would commit to working towards and within an agreed timeframe (quarterly)
Following these meetings, the team members held meetings with their team, until the whole organisation was included in the debate and decisions.
And what came out of these meetings?
- Much to everyone’s relief, there was a good amount of overlap from these meetings! Some needed to be common throughout the organisation and these were agreed democratically. The common attributes included:
Directors, managers and other staff accepting constructive feedback when they display blame-type features from anyone
- When things don’t go according to plan - yes this will happen!
– talk to those involved and investigate how they perceive the process being insufficiently robust to meet the situation. For example for one particular assessment centre timetables were drawn up, as agreed. However, they did not meet the actual circumstances. Instead of having conversations like “the client told us to draw up these timetables” or “the supplier should have realised it was unrealistic” the ‘lessons learnt’ report stated “in drawing up the timetable it was assumed that all those doing the longer exercise would be able to attend on one afternoon together – and in reality they couldn’t. In future both parties need to include a ‘what if..’ stage in their thinking before finalising a decision and action” - Eliminating the felt need for ‘cover your back’ emails through the way directors and managers respond to problems and mistakes
- Checking whether it is OK to make changes to arrangements to prevent misunderstanding arising or incorrect judgements being made: for instance, some assessment centre feedback meetings had been organised. Just over a day before they were going to be held, some people dropped out and other people replaced them on the schedule. These changes were given to the person giving the feedback without any explanation. The intention behind the changes were honourable and yet it gave the person giving feedback problems as the written feedback reports were not available! And it could have been interpreted as a thought-less rather than thought-full action. A phone call would have made all the difference and reduced the potential of blame entering anyone’s head
- When people put forward ideas and comments, acknowledge them and make a note. Give feedback about the reasons for including or not including them in the final decision, so that people know their contributions have been considered (within an agreed period of time)
As I said in the last newsletter, it is about language as well as behaviour and actions. What I have covered here is just a start. The reader who asked the question will need to consider how all this may be applied to his situation. The assertiveness comes with having positive experiences.
Tell me your stories both successful and otherwise!
“People don’t understand that not only can they make a difference, it’s their responsibility to do so.”
Florence Robinson
Do you want more choice about how you respond to some situations? Why not consider my monthly coaching service?
Request your free consultation and let me know what support you are looking for: helen@monkswoodassociates.co.uk
Share Positive Solutions with friends, colleagues and other people you know. You are welcome to reprint any part of this newsletter as long as you acknowledge the source, including full authorship, copyright, and subscription information.
Helen Harrison (formerly Helen Wade), Possibilities Coach, at:
Monkswood Associates
Bankview, Shortwood, Nailsworth, Glos GL6 0RZ, UK
Tel: +44 (0)1453.835263
Email: helen@monkswoodassociates.co.uk
Helen likes coaching key staff and individuals, who want to
enjoy excelling as themselves.