Handling blame

The blame

The blame or the scolding or reprimand as opposed to praise, praise, praise or compliment.

In my experience I have also heard vulgar terms such as "cazziare" or "cazziatone" or "cazziata" used. Personally I disapprove of the use of these terms in the workplace, they are fine, at best, at the bar.

In colloquial terms, I believe that "shampoo" can render the concept of washing the head well without, however, falling into vulgar expressions.

Why handle blame.

Misbehavior must be stopped immediately. If the person engaging in inappropriate behavior does not immediately receive a negative signal, this person will tend to associate silence with a sort of approval of the behavior.

The management of blame is inevitable and requires timely action, but at the same time an incorrect management of blame can have very negative consequences on the relationship between boss and employee.

How to handle blame

Take immediate action to stop negative behaviors immediately;

1) Make sure facts, never blame hearsay;

2) Focus on the facts and on error detection, not about people;

3) Communicate with precision what was done wrong;

4) To communicate how much that particular action has you disappointed

Blame Management Techniques

1) Act immediately; Immediately stop negative behaviors;
From behavioral studies on education it turns out the lapse of time that elapses is decisive between the negative behavior and the recall.
More time passes between these two events less the recall is effective. This is due to the fact that the association between the recall and the behavior occurs only if the two events are close together in time.
From this observation it is also clear how the annual assessment of people (appraisal) bring with them two aspects that are not exactly positive: we tend to value people more than their behavior; the person evaluated tends to associate the evaluation with himself rather than with some specific behaviors.

2) Be sure of the facts, never blame hearsay;

3) Focus on facts and error detection, not people;

4) Communicate exactly what was done wrong;

5) Communicate the feelings that that particular behavior generated in you: anger, disappointment, annoyance;

6) Take a silence break. The silence on the one hand gives the idea of how disappointed you are and on the other it allows the person you see in front to internalize your feeling.

After the note.
1) The blamed person must be encouraged. A "pat on the back" or a handshake, if sincere, helps to communicate that you are on the same side.

2) Remind the person how much you value him, reaffirm that the only thing you blame is a specific behavior: the person is OK, but a specific behavior NOT.
3) The washing of the head must lead the employee to do better; provide the necessary supports to do the job correctly:

• instructions
• guidelines
• explanations
• clarifications

The blamed person must also feel that you, as a superior, are sincerely committed to his or her professional development.

Mistakes to avoid:
1) speak to collaborators only when they make a mistake;

2) expect things to be done exactly their way. It is best to let others express themselves in their own way. An excess of fussiness is not a good thing

3) Humiliate a person by shooting him in front of others;