The pros and cons of blame in PR, politics and business
It wasn’t the result the Democrats were expecting, but there was no denying on Wednesday morning the Republicans were sweeping to a very comfortable majority in the US election. It wasn’t long before various Democratic sources including Nancy Pelosi were attributing the Democrats’ loss to Biden being both ‘selfish’ and ‘stupid’ for not handing over the reins earlier.
It is true that three months is hardly enough time for a person to establish themselves as a contender in a race that their opponent has been fighting for four years. And that Biden should have known that he was not a credible candidate under the glare of pre-election scrutiny. All the same, it seems hard to blame him completely for not making the decision sooner. It was a leap for the Democrats to make. Despite her rapturous welcome when she was eventually endorsed, Harris had polled low during Biden’s presidential term, and the party had sometimes blamed her for those policies that had failed to gain traction. The truth of what actually happened – a complicated mess, a society that is fearful of the outside world, the lack of enthusiasm for a female candidate, Trump being a strong leader, despite his shortcomings, and, yes, culpability by some individuals for sure – is messy. It is difficult for the Democratic party to confront. So, in the cold light of day, blaming Biden is easier, and perhaps cathartic for them.
The Democrats are hardly alone in playing the blame game. Blame has been slung around in all quarters these last few weeks. Like the mud slung at the King of Spain when he went to visit the victims of the Valencia floods, one of those tragedies where blame and anger, as Henry Mance writing in the FT points out, is a normal and important process of grief, but can also prevent us from learning from awful events and how to handle them.

Rachel Reeves played the blame game with panache and political style during her first Budget speech at the House of Commons dispatch box the other week. It is typical of an incoming government to blame their predecessors for the state of the nation as they found it, and there are a lot of things the Tories are to blame for, for sure. Here, Reeves used the blame game to temper what was, according to many commentators, the most painful Budget in years. She did it in the anticipation that many of the measures would be hard for the public to swallow.
So, blame is all around and, in many senses, it is a natural part of life. Not only is it part of our fight or flight reflexes according to Dr Bernard Golden, writing in Psychology Today, to preserve our sense of self-esteem, but it is also how the media dissect and analyse world events (and sell papers, if you’re being cynical). Dr Golden says that blame has become a type of global thinking. And surely this is partly down to the globalisation of information, ways of thinking and perspectives spreading quickly from person to person and country to country in a matter of days and hours after something has happened. But he also argues that blaming others can be personally disempowering, denying yourself agency and the ability to grow. I would argue that, equally, the public inclination to apportion blame prevents society from truly examining itself, having open and difficult conversations in order to iron out collective mistakes.
But just as we shouldn’t always blame others, we need to have the strength, when necessary, to accept blame ourselves. If an organisation is going through a crisis, the executive team at the centre of the storm is often tempted to explain why they are not to blame or to deflect blame onto someone else. Sometimes this has ruinous consequences. Boeing were criticised by the National Transportation Safety Board for failing to disclose who carried out work on a door that blew off mid-flight. The omission led to an escalating scandal and ultimately the resignation of the company’s CEO and Chair. Actually, crises are dealt with most successfully when an organisation can acknowledge culpability, face up promptly and proactively to internal faults, and have the courage and strength of will to address them. The incoming Starbucks CEO played into this tactic when he acknowledged that the business had moved too far away from coffee and pledged to steer it back to its roots, a move that has been described as bringing clarity and decisiveness and which boosted shares by 24%.
November 2024










