How to Win The Blame Game  

Oleh:

Baldwin, David G.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 79 no. 7 (2001), page 55-63.
Topik: GAME; employee attitude; employee morale; employees; group behaviour; human behaviour; human relations; interpersonal behaviour; organizational behaviour

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.17 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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According to David Baldwin, a former Major League pitcher, blame can be a powerful and constructive force. It can be an effective teaching tool that helps people avoid repeating their mistakes. When used judiciously - and sparingly - blame can also prod people to put forth their best efforts, while maintaining both their confidence and their focus on goals. The way that blame is managed can influence how people make decisions and perform their jobs and ultimately affect the culture and character of an organization. In the course of his research on how Major League Baseball managers make decisions, Baldwin looked at what functions blame serves and how it's best managed. His observations led him to identify five rules of blame, which, he says, apply to any organization, whether it's the LA Dodgers, General Motors, or a small start - up. First, know when to blame - and when not to. Second, blame in private and praise in public. Third, realize that the absence of blame can be far worse than its presence. Fourth, manage misguided blame. And fifth, be aware that confidence is the first casualty of blame. Managers who follow these rules will use blame in the most positive and effective way.

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