Blame it on Rio!
IT WAS a typical scenario. Everyone was busy tying up loose ends in a project. The floor was buzzing with activity. Suddenly, amidst all that activity, a deadly hush swept across the floor. The loud, angry voices could be heard even outside the cabin. Dialogues like `how could you have done that... ' and `how is it possible to be so ... ! were heard hurling back and forth.
Each could be heard blaming the other for the problems that had cropped up. Clearly, it was a case of, `You blame me, I blame you.' For the next few days, things were rather tense in the office. Then one day, the boss and his miffed colleague could be seen laughing and walking out together from a meeting. There were quizzical glances and questioning stares at the twosome who had been waging a cold war since the past one week. The two had obviously sorted out their problems. A minute later, the reason for their good cheer became clear. Out walked the IT manager, looking glum and morose. The poor man had obviously been lynched by the `formerly morose' twosome!
This is just one of the many instances that often occur at the workplace. But not every time does the situation resolve itself so pleasantly. What happens when the blame game escalates and blows out of proportion? The buck is passed around more than once and the situation ends up being more ugly than envisaged? And if you're one of the rare and intelligent beings among the `blame' party who realises that peace is more important than discussing who is to be blamed for what, step forward.
Ask for the issue to be solved. Call forth a meeting, and put the matter on the table. Bring out all the deep, dark and uncomfortable issues out into the open, albeit in an objective manner, eliminating all the emotional overtones.
If you're embroiled deeply in the case, then call in for a third party intervention, immediately! One who is likely to be very objective and fair and has understood the problem well.
If the group meeting causes the matter to flare up further, call for individual meetings with the concerned people. Collect the relevant information in an unbiased manner.
Use the information to piece the problem together and have an open-ended discussion of what went wrong in the process.
Keep the discussions as neutral and untainted as possible.
During the whole discussion, never make the mistake of personalising the issue to any one person. But if there are personal issues of responsibility creeping in, call for the person separately and discuss the matter. The blame trap is as easy to get into, as it is difficult to get out of. Sooner or later, it is going to muddle your thinking, and probably bring the problem upfront anyway. So before the issue gets out of hand, try to ensure that you deal with it.
SAMYUKTA KODA
samyukta.hyd@cnkonline.com
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