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MUST HEADS ROLL? A CRITIQUE OF AND ALTERNATIVE APPROACHES TO SWIFT BLAME

机译:必须头滚动吗? SWIFT BLACK的批判和替代方法

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摘要

When mistakes or perceived wrongdoings occur in the workplace, managers-like most human beings-demonstrate the tendency to locate someone to blame, including assigning responsibility and sanctioning perceived wrongdoers for their actions. We highlight that although this response can be motivated by organizational, legal, and psychological factors, blame can be detrimental to the organization and its employees when it occurs in a spontaneous and nondeliberative manner, which we label swift blame. We argue that swift blame can involve distorted perceptions and judgment, exacerbate conflict, erode employee engagement, and stifle organizational learning. We further argue that managers have a special responsibility to thoughtfully and carefully consider how they react to perceived wrongdoings. Drawing from dual processing theory of cognition, we propose that managers can respond more effectively by adopting perspectives that slow down these tendencies and promote more thoughtful reactions. To this end we highlight research opportunities for three alternatives to swift blame: (a) a no-blame approach, (b) systems of inquiry and accountability, and (c) mindfulness training.
机译:当工作场所中出现错误或明显的不当行为时,管理人员(像大多数人一样)表现出倾向于找人负责的趋势,包括分配责任和制裁其行为的不当行为。我们着重指出,尽管这种响应可能是受组织,法律和心理因素的推动,但是当责怪以自发和非协商的方式发生时,可能会损害组织及其员工,我们将其归为迅速责备。我们认为,迅速的责备可能会导致扭曲的观念和判断力,加剧冲突,削弱员工敬业度以及扼杀组织学习。我们进一步认为,管理人员负有沉思和认真考虑他们如何应对感知到的不当行为的特殊责任。从认知的双重处理理论出发,我们建议管理者可以通过采用减缓这些趋势并促进更周到的反应的观点来更有效地应对。为此,我们着重指出了三种迅速怪罪替代方法的研究机会:(a)不怪罪的方法,(b)询问和问责制以及(c)正念训练。

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  • 来源
    《The Academy of Management Perspectives》 |2017年第3期|222-238|共17页
  • 作者单位

    Univ British Columbia, Org Behav, Sauder Sch Business, Vancouver, BC, Canada;

    Univ British Columbia, Sauder Sch Business, Vancouver, BC, Canada;

    Univ British Columbia, Sauder Sch Business, Org & Soc, Vancouver, BC, Canada;

    Simon Fraser Univ, Burnaby, BC, Canada;

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