老板喜歡讓人背黑鍋怎么辦
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親愛(ài)的安妮：您曾寫(xiě)過(guò)一篇關(guān)于如何走出失敗陰影的文章，其中建議對(duì)于錯(cuò)誤要用于承擔(dān)責(zé)任。我的上司卻從來(lái)不會(huì)這樣。相反，尤其是在他與公司高層報(bào)告的時(shí)候，他總是把我們的成功歸結(jié)到他一個(gè)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(wú)完人，但由于我那個(gè)上司的錯(cuò)誤或疏忽導(dǎo)致出現(xiàn)問(wèn)題的情況已經(jīng)有很多次，代人受過(guò)讓我很憤怒。我擔(dān)心這會(huì)影響到我在公司的聲譽(yù)。下一次我的上司因?yàn)樗鲞^(guò)（或沒(méi)做過(guò)）某件事來(lái)責(zé)備我們的時(shí)候，我們應(yīng)該如何應(yīng)對(duì)？有沒(méi)有什么高明的方法，可以越過(guò)他把問(wèn)題澄清，還是說(shuō)這無(wú)異于是一種政治上的自殺行為？——J.J. 親愛(ài)的J.J.：你不知道有多少人最近給我寫(xiě)信抱怨同樣的情形——你應(yīng)該會(huì)想象得到。本?達(dá)特納發(fā)現(xiàn)：“在職場(chǎng)上，一旦某件事出了差錯(cuò)，人們會(huì)把更多的精力用于相互指責(zé)，而不是努力找出解決方案，這樣的情況太常見(jiàn)了。”他補(bǔ)充道，經(jīng)濟(jì)衰退加劇了這個(gè)問(wèn)題，所以現(xiàn)在轉(zhuǎn)嫁責(zé)任的做法比以前更要普遍。“看看華盛頓就知道了。連政府都關(guān)門(mén)了，而國(guó)會(huì)依然在為誰(shuí)是誰(shuí)非爭(zhēng)論不休。” ????達(dá)特納是一位組織心理學(xué)家和顧問(wèn)，曾寫(xiě)過(guò)一本書(shū)，名為《責(zé)備游戲：榮譽(yù)潛規(guī)則和責(zé)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(guān)于你的上司經(jīng)常把你推下火坑這件事，不知道你是否與他交流過(guò)，如果還沒(méi)有，現(xiàn)在是時(shí)候了。達(dá)特納表示：“直接與他對(duì)質(zhì)會(huì)有風(fēng)險(xiǎn)，但沉默和逆來(lái)順受同樣有風(fēng)險(xiǎn)。” ????關(guān)鍵是如何發(fā)起對(duì)話。達(dá)特納建議，問(wèn)一些具體的問(wèn)題，比如你的上司為什么認(rèn)為錯(cuò)誤是別人造成的。跟他討論出問(wèn)題的細(xì)節(jié)，以此迫使他停止誣陷——當(dāng)然要以平靜、而不是責(zé)難的方式。這會(huì)讓他意識(shí)到，你已經(jīng)受夠了繼續(xù)做他的替罪羊，你希望在未來(lái)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(zé)。 ????達(dá)特納說(shuō)：“盡量弄清楚事情的真相。”比如，有沒(méi)有可能是因?yàn)樵谧铋_(kāi)始，大家并沒(méi)有明確誰(shuí)應(yīng)該負(fù)責(zé)某個(gè)項(xiàng)目的哪個(gè)部分，所以你的上司真的以為是你和你的同事犯了錯(cuò)誤？“我遇到過(guò)人們犯的最大的錯(cuò)誤，是非常憤怒地對(duì)這種情況做出反應(yīng)，而并沒(méi)有首先了解事實(shí)的真相。” ????員工安置公司OfficeTeam執(zhí)行董事羅伯特?霍斯金同意達(dá)特納的觀點(diǎn)。他說(shuō)：“必須弄清楚，到底是什么使你因?yàn)槟硞€(gè)問(wèn)題而受到責(zé)備。之后再去討論如何防止同樣的事情再次發(fā)生。” ????霍斯金表示，防止未來(lái)被嫁禍的一種方法是，開(kāi)始記錄你和同事做的每一件事。他說(shuō)：“通常情況下，人們太忙了，忽視、錯(cuò)過(guò)了許多事情。所以在每一個(gè)項(xiàng)目開(kāi)始之前，用書(shū)面方式列出每個(gè)人的職責(zé)，同時(shí)確保所有人，包括上司本人在內(nèi)，人手一份，并在上面簽字。”詳細(xì)的責(zé)任分配甚至可以防止錯(cuò)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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