Should managers pursue a policy of no-blame, or is finding the source of mistakes only natural? Cirrus CEO Simon Hayward comments in Management Today.
It seems almost too good to be true – a workplace culture where no one is to blame – not even when things go wrong.
But is it really that easy to have a culture of no blame – especially when mistakes can cost significant amounts of money? And wouldn’t managers be errant if they didn’t identify the source of mistakes?
It sounds great, but experts agree it’s not easy trying to ignore years of instinct that says blame must be apportioned.
Dr Simon Hayward is CEO of Cirrus, part of Accenture: “Overcoming a culture of caution is a major challenge for many business leaders. But experimentation, failure without fear and learning from failure are all key to building a risk-agreeable culture.”
According to Hayward, anyone worried about not apportioning blame only has to think about what the alternative might be – a controlling culture that leads to lack of innovation, and which can be just as costly: “Fear of failure and its consequences inhibits experimentation and risk-taking,” he says. “Decision-making is slowed down when people seek higher approval to cover their backs. The lack of trust and resulting lack of progress can be just as frustrating.”
© Management Today 2021