老板喜歡讓人背黑鍋怎么辦
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親愛的安妮：您曾寫過一篇關于如何走出失敗陰影的文章，其中建議對于錯誤要用于承擔責任。我的上司卻從來不會這樣,。相反，尤其是在他與公司高層報告的時候,，他總是把我們的成功歸結到他一個人身上,，卻把不太順利的事情都推卸給我和我的八位同事,。
????人無完人,，但由于我那個上司的錯誤或疏忽導致出現(xiàn)問題的情況已經有很多次，代人受過讓我很憤怒,。我擔心這會影響到我在公司的聲譽,。下一次我的上司因為他做過（或沒做過）某件事來責備我們的時候，我們應該如何應對,？有沒有什么高明的方法,，可以越過他把問題澄清，還是說這無異于是一種政治上的自殺行為,？——J.J. 親愛的J.J.：你不知道有多少人最近給我寫信抱怨同樣的情形——你應該會想象得到。本?達特納發(fā)現(xiàn)：“在職場上,，一旦某件事出了差錯,，人們會把更多的精力用于相互指責，而不是努力找出解決方案,，這樣的情況太常見了,?！彼a充道,，經濟衰退加劇了這個問題，所以現(xiàn)在轉嫁責任的做法比以前更要普遍,?！翱纯慈A盛頓就知道了,。連政府都關門了,，而國會依然在為誰是誰非爭論不休,?！?/p> ????達特納是一位組織心理學家和顧問,，曾寫過一本書，名為《責備游戲：榮譽潛規(guī)則和責備如何決定我們的成敗》（ The Blame Game: How the Hidden Rules of Credit and Blame Determine Our Success or Failure）,。關于你的上司經常把你推下火坑這件事,，不知道你是否與他交流過,，如果還沒有,，現(xiàn)在是時候了,。達特納表示：“直接與他對質會有風險,，但沉默和逆來順受同樣有風險,?！?/p> ????關鍵是如何發(fā)起對話,。達特納建議,，問一些具體的問題，比如你的上司為什么認為錯誤是別人造成的,。跟他討論出問題的細節(jié),，以此迫使他停止誣陷——當然要以平靜,、而不是責難的方式。這會讓他意識到,，你已經受夠了繼續(xù)做他的替罪羊,，你希望在未來阻止這樣的事情再次發(fā)生,。你還可能了解到一些有用的東西,，比如他如何看待你的角色和他的職責,。 ????達特納說：“盡量弄清楚事情的真相,?！北热?，有沒有可能是因為在最開始,，大家并沒有明確誰應該負責某個項目的哪個部分,，所以你的上司真的以為是你和你的同事犯了錯誤,？“我遇到過人們犯的最大的錯誤,，是非常憤怒地對這種情況做出反應,，而并沒有首先了解事實的真相,?！?/p> ????員工安置公司OfficeTeam執(zhí)行董事羅伯特?霍斯金同意達特納的觀點,。他說：“必須弄清楚,，到底是什么使你因為某個問題而受到責備,。之后再去討論如何防止同樣的事情再次發(fā)生?！?/p> ????霍斯金表示,，防止未來被嫁禍的一種方法是，開始記錄你和同事做的每一件事,。他說：“通常情況下,，人們太忙了，忽視,、錯過了許多事情,。所以在每一個項目開始之前，用書面方式列出每個人的職責,，同時確保所有人,，包括上司本人在內，人手一份,，并在上面簽字,?！痹敿毜呢熑畏峙渖踔量梢苑乐瑰e誤的發(fā)生,。 |
Dear Annie: Your column on how to recover from a failure recommended accepting the responsibility for what's gone wrong. I report to a boss who never does that. Instead, and especially when he's talking to higher-ups in the company, he hogs all the credit for our successes, while pointing the finger at me or at one of my eight teammates for things that haven't gone so well. ????Nobody's perfect, but there have been times when problems arose because of mistakes or oversights on this manager's part, and I resent taking the fall. I also worry about what this is doing to my reputation here. Next time our boss blames one of us for something he did (or didn't do), how should we respond? Is there a diplomatic way to go over his head and set the record straight, or would that be a political suicide mission? -- Just Jason Dear J.J.: You wouldn't believe how many people have written to me recently to complain about that situation -- or, then again, maybe you would. "In too many workplaces, when something goes wrong, people waste far more time and energy assigning blame for it than trying to find a solution," observes Ben Dattner, adding that the recession exacerbated the problem, so that finger-pointing is now more widespread than ever. "Just look at Washington. The government is shut down, and Congress is still bickering over whose fault it is." ????An organizational psychologist and consultant, Dattner wrote a book called The Blame Game: How the Hidden Rules of Credit and Blame Determine Our Success or Failure. You don't mention whether you've ever talked with your boss about his habit of throwing you under the bus but, if not, it's time to start. "Confronting him is risky, but saying nothing and letting this go on is risky too," Dattner notes. ????The key is in how you approach the conversation. Dattner suggests asking lots of questions about exactly why your boss believes a mistake was someone else's fault. Pinning him down on the details -- in a calm, non-accusatory way, of course -- will put him on notice that you're tired of being a scapegoat and you want to prevent it in the future. You may also learn something useful about how he perceives your role, and his own. ????"Try to get to the bottom of what's really going on here," Dattner advises. Is it possible, for instance, that who was accountable for which parts of a given project wasn't clear at the outset, so your boss genuinely believes you or a teammate dropped the ball? "The biggest mistake I've seen people make is reacting to a situation, usually angrily, without really understanding it first." ????Robert Hosking, executive director of staffing company OfficeTeam, agrees. "You need to know exactly how the blame for a problem got assigned to you," he says. "Then steer the discussion toward how to prevent the same thing from happening again." ????One way to head off future finger-pointing, Hosking says, is to start documenting everything you and your teammates do. "Often everyone is so busy that things get overlooked or slip through the cracks," he says. "So begin each project with a written outline of who is responsible for what, and make sure everyone, including the boss, has a copy and signs off on it." Detailed accountability might even prevent mistakes from happening in the first place. |
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