Does Blame Work?

Rather than assigning blame, focus on how to avoid the problem in the future. Ask how you may have participated in the breakdown.

Insight: In attempting to speak straight, many managers fall into the pitfall of blaming, which is rarely productive. Here's a conversation that I recently observed:

Here's a recent example of two executives arguing about next year's product line. 

Manager: The client is extremely upset that the project was 30% over the estimate. I need your estimates to be more accurate. 

Estimator: I can't believe you're blaming me! It's the project manager who made the promises that increased the project costs, not me. I wasn't even involved at that point. 

Manager: Look, I just need you to take more ownership and ensure that the client's expectations are managed. 

Estimator: Fine.

In this conversation, the manager assigned the blame to the estimator, who became defensive and assigned the blame to the project manager. The relationship was damaged and little was learned about how to prevent the situation from happening again. Even if the estimator does take more responsibility, there is no mutual agreement about what will be different. 

Key Action: Rather than assigning blame, focus on how to avoid the problem in the future. Ask how you may have participated in the breakdown. 

With this advice in mind, the manager could have initiated a conversation that was focused on discovery rather than blame. Likewise, the estimator could have taken more responsibility for his part in the situation and also created a conversation to problem-solve it. 

Here's how the manager could speak straight and create a more productive, learning conversation:

Manager: The client is very upset that the project was 30% over the estimate. I would like to discuss what happened and how we can improve the process so that it doesn't happen again. 

Estimator: John, the estimate was accurate. The reason the project was over-budget was because the scope was increased after I made the estimate. 

Manager: OK, so what are some ways that we can prevent this from happening again? Is there anything I could do differently? 

Estimator: Yes, I think anytime there is a request for a large scope change, you could get involved and help us negotiate. And if the change is small, then the project manager can come talk to me. 

Manager: Both seem like good ideas. I really want one person to take responsibility for ensuring the estimates are accurate, and I'd like you to step into that role. What could you do to make that happen? 

Estimator: Well, rather than just doing the initial estimates, perhaps I could sign-off on all large scope changes and modify the estimates. 

Manager: Yes, I think that would work. How about if we meet with the project manager and discuss this? 

Estimator: Great.

The difference between these two conversations is that the first was focused on accusations, while the second focused on learning what happened and exploring options to solve the problem. 

Usually, more than one person has contributed to what went wrong. When you assign blame, it tends to incite defensiveness and finger-pointing and is rarely productive. Instead, create a learning conversation where everyone can look at their role in the breakdown and explore how to prevent the issue from happening again.