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For better or for worse, the dynamics of credit and blame are at the heart of every team and organization and make or break every career. Unfortunately, credit and blame are rarely assigned in an objective or fair manner. Learn how you can avoid a demoralizing “blame game” culture and instead set yourself and your team up for success.
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Ben Dattner Webinar!2011/03/31!
The Blame Game!
Daniel Debow!co-CEO, Rypple!
rypple.com!
Our guest!
Ben Dattner!Author, The Blame Game!
creditandblame.com!
Your host!
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About Me:!
© 2011 Dattner Consulting, LLC!
• Ben Dattner, Ph.D. is an organizational psychologist, and the founder of Dattner Consulting, a workplace consulting firm based in New York City.!
• Ben is an Adjunct Professor at New York University, where he teaches Organizational Development in the Industrial and Organizational Psychology MA Program in the Graduate School of Arts and Sciences.!
• Ben received a BA in Psychology from Harvard College, and an MA and Ph.D. in Industrial and Organizational Psychology from New York University!
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Blame in a changing world!
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A new, counterintuitive approach!
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The Nature of Credit and Blame!1. !
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Monkeys and bats!
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The reluctant hero!*"© 2011 Dattner Consulting, LLC!
Finding a balance "
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The Nurture of Credit and Blame!2. !
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• ! How kids learn!
• ! The potential pitfalls of praise!
• ! The most praised generation?!
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!Fixed versus growth orientations!
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• Finding your !
• Transference at work!
• Blame and depression!
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Key Dimensions!
1. Power Distance!
2. Individualism!
3. Masculinity!
4. Uncertainty Avoidance!
5. Long-Term vs. Short-Term Orientation!
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• ! Gender differences!
• ! Cultural differences and dimensions!
• ! Dana’s story !
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3. !
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Typecasting Blame!
The Big Five:!
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Openness
Conscientiousness Extroversion
Agreeableness Neuroticism
Hogan’s 3 Categories and !
!! ! ! !11 Dysfunctional Types…!
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Typecasting Blame- Extrapunitive !
1. Excitable: “Volatile Guardian”!
• Overreacts to minor mistakes!• Determines failure prematurely!• Assigns blame unfairly!• Reacts defensively to feedback !
2. Cautious: “Sensitive Retirer”!
• Strives to minimize risk of failure yet ! pessimistically expects failure.!• Withdraws after being blamed!• Too defensive to learn from feedback !
3. Skeptical: “Wary Watcher”!• Believes he will be unfairly blamed!• Strives to avoid blame!• Sees criticism in constructive advice !
4. Leisurely: “Rationalizing Blamer” !
• Refuses to take responsibility!• Often blames the person who gave her ! the task !• Believes she is always blamed unfairly!
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Typecasting Blame- Impunitive!
5. Bold: “Big Person on Campus”!• Becomes angry or hurt when blamed!• Ingratiates with superiors and distorts ! information in order to avoid blame!
6. Mischievous: “High Wire Walker” !• Denies failure has occurred or denies ! his role in it !• Highly skilled at avoiding blame !
7. Reserved: “Indifferent Daydreamer”! • Ignores potentially helpful feedback !• Seems not to care if she or her team ! fail or are blamed !
8. Colorful: “Thespian” !• Expects others to forgive him for any ! and all failures !• Would rather be blamed than ignored !
9. Imaginative: “Assertive Daydreamer” !
• Provides complex explanations for! failures !• Seems anxious about the possibility of ! being blamed in the future, but ! indifferent to it in the present!
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Typecasting Blame- Intropunitive !
10. Diligent: “Micromanager”!
• Criticizes himself for even minor errors!• Is so concerned about failure he suffers ! from “analysis paralysis” !• Assigns blame in an “all or nothing” ! manner !
11. Dutiful: “Martyr”!
• Accepts more blame than she deserves ! in order to preserve work relationships!• Blames herself so harshly that it deflects ! others’ criticisms !
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Typecasting Blame!
• ! The use and misuse of personality assessment!
• ! “The psychology of the stranger”!
• ! “States” versus “traits” !
• ! The importance of situations!
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4. !
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Situational Awareness!
• The Prisoner’s Dilemma!• Groupthink and social pressure!• Robber’s Cave!
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Some examples:!
• Ghosn at Nissan!
• AOL and Time Warner!
• Spritz co.!
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Self-fulfilling prophecies!
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Cultures of Blame!5. !
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• Fighter pilots!• The 9/11 Commission!• The exploding rocket!
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American Airlines! Southwest!
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Learning to fail!
Failing to learn!VS.!
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Open vs. Closed Organizations!
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The story of Lt. Sims!
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Leaders Reframe Blame!6. !
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Eisenhower on D-Day!
Truman and the buck!
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Open Leaders!
Dell ! ! ! ! !Sanger! ! ! ! !Nayar!
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Sharing the credit:"Burns!
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Practical Approaches:"
Individuals!
7. !
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© 2011 Dattner Consulting, LLC! %!"
© 2011 Dattner Consulting, LLC! %#"
Develop your ! ! !and network!
© 2011 Dattner Consulting, LLC! %$"
nowledge,!kills,!
bility’s!
http://www.dattnerconsulting.com/presentations/networking.pdf!
Practical Approaches:"
Leaders!
7. !
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Be a blame-savvy boss!
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• Take an open, adaptive approach!• Focus on the future and not the past!• Tailor your style!
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Rypple Feedback !!
Some questions to ask:!• How do I come across in the ways I assign credit and blame?!• Do I encourage people to speak up and push back?!• Do I claim more credit than I am due?!
© 2011 Dattner Consulting, LLC! %("
Rypple Recognition!
© 2011 Dattner Consulting, LLC! %)"
Fight groupthink!
© 2011 Dattner Consulting, LLC! %*"
• Get and keep the right people on the bus!• Establish a safe but not comfortable environment!
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Write a “Managerial user’s manual” for your
new team!
© 2011 Dattner Consulting, LLC! &!"
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Ben Dattner, [email protected]!1-212-501-8945!
www.creditandblame.com !
© 2011 Dattner Consulting, LLC!
Want an easy way to use Ben’s best practices in your workplace?
Try Rypple today!
Contact us to learn how: [email protected]
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