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Credit and Blame at Work: How Better Assessment Can Improve Individual, Team and Organizational Success Paperback – February 7, 2012
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Credit and Blame at Work, praised by bestselling management expert Robert Sutton as “a modern management classic; one of the most well-crafted business books I have ever read,” psychologist and workplace consultant Ben Dattner reveals that at the root of the worst problems at work is the skewed allocation of credit and blame. It’s human nature to resort to blaming others, as well as to take more credit for successes than we should. Many managers also foster a “blame or be blamed” culture that can turn a workplace into a smoldering battlefield and upend your career. Individuals are scapegoated, teams fall apart, projects get derailed, and people become disengaged because fear and resentment take hold. But Dattner shows that we can learn to understand the dynamics of this bad behavior so that we can inoculate ourselves against it.
In lively prose, Dattner tells a host of true stories from individuals and teams he’s worked with, identifying the eleven personality types who are especially prone to credit and blame problems and introducing simple methods for dealing with each of them. The rich insights and powerful practical advice Dattner offers allow readers to master the vital skills necessary for rising above the temptations of the blame game, defusing the tensions, and achieving greater success.
- Print length256 pages
- LanguageEnglish
- Publication dateFebruary 7, 2012
- Dimensions5.5 x 0.64 x 8.44 inches
- ISBN-101439169578
- ISBN-13978-1439169575
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Editorial Reviews
Review
"Ben Dattner has authored a brilliant and timely book. Unfortunately, the blame game is alive and all too well in business today. In "The Blame Game" the author offers us insights as to how to change the game and create healthy and productive companies."--Doug Lennick, author, Moral Intelligence
"Blame and credit constitute a hidden economy that, if not managed properly, can undermine even the most promising organizations and derail even the most promising careers. This book is an encyclopedia of blame in the workplace that anyone, at any level of their company and at any stage of their career, can benefit from reading."--Keith McFarland, #1 Best Selling Author of The Breakthrough Company and Bounce
"Packed full of intriguing, all-too-familiar stories, and based on a foundation of well established theories and research, "The Blame Game" is an excellent resource for developing greater self awareness about the dangerous allure, and greater social awareness about the contagious effects, of blame. Ben Dattner provides us with sound practical advice about how to stop playing the blame game, and how to instead create and maintain relationships and organizations based on honesty, trust and respect."--Annie McKee, co-author of Primal Leadership and founder, Teleos Leadership Institute
"Through a wealth of stories and research, "The Blame Game" presents a compelling case that individuals, groups and organizations can benefit greatly by focusing less on blame and more on problem solving and collaboration. Leaders at any level of any organization will find practical guidance for how they can make this shift and also lead others in a better direction."--Pamela Meyer, author, From Workplace to Playspace: Innovating, Learning and Changing Through Dynamic Engagement
"We've all suffered from the blame game, whether we are the one getting unfairly blamed, or the one yielding to the temptation to unproductively blame others. Through the lens of organizational psychology, Ben Dattner explains why blame is so prevalent in the workplace and presents so many challenges in our careers. Then he shares practical advice for how to break free from the blame game by taking appropriate responsibility for our actions, learning from our mistakes, and giving others the credit they are due."--Susan Nolen-Hoeksema, author of Women Who Think Too Much and The Power of Women
"A handbook for CEOs and other leaders...An excellent, thought-provoking book; amust read."
About the Author
Darran Dahl is a collaborative editor and writer. He worked for four years as a staff writer at Inc. magazine, where he remains a contributing editor.
Excerpt. © Reprinted by permission. All rights reserved.
Product details
- Publisher : Free Press; Reprint edition (February 7, 2012)
- Language : English
- Paperback : 256 pages
- ISBN-10 : 1439169578
- ISBN-13 : 978-1439169575
- Item Weight : 8.5 ounces
- Dimensions : 5.5 x 0.64 x 8.44 inches
- Best Sellers Rank: #2,928,825 in Books (See Top 100 in Books)
- #1,694 in Business Negotiating (Books)
- #1,772 in Occupational & Organizational Popular Psychology
- #5,530 in Workplace Culture (Books)
- Customer Reviews:
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About the authors

Ben Dattner, Ph.D. is an organizational psychologist, and the founder of Dattner Consulting, a workplace consulting firm based in New York City. He has helped a wide variety of corporate and non-profit organizations sort through their credit and blame issues to become more successful. Ben's consulting services enable organizations to make better hiring and staffing decisions, to enhance the professional capabilities of managers and employees, to configure teams more effectively, and to reduce the amount of interpersonal and inter-group conflict by, in part, embracing candor and accuracy when it comes to handing out credit and blame.
Ben is an Adjunct Professor at New York University, where he teaches Organizational Development in the Industrial and Organizational Psychology MA Program in the Graduate School of Arts and Sciences. He has also taught Strategic Career Management in the Executive MBA Program at Stern Business School. Ben received a BA in Psychology from Harvard College, and an MA and Ph.D. in Industrial and Organizational Psychology from New York University, where he was a MacCracken Fellow and his doctoral dissertation analyzed the relationship between narcissism and fairness in the workplace. Ben's master's thesis examined the impact of trust on negotiation.
He is a member of the Society of Industrial and Organizational Psychology, the Society for Consulting Psychology/Division 13 of the American Psychological Association, and the Metro New York Applied Psychology Association. Before graduate school, Ben worked at Republic National Bank of New York for three years, first as a Management Trainee and then as Assistant to the CEO. After graduate school, he was Director of Human Resources at Blink.com before founding Dattner Consulting.
Book website: http://www.creditandblame.com/

I’m an experienced ghostwriter and business journalist. I’ve written many words in my career, more than one million of them, targeting various topics in the worlds of business and entrepreneurship. That spans the more than five hundred articles I have written for publications like The New York Times, Inc., and Forbes. I am particularly passionate about projects that connect to the notion that business can be a force for good and positive change in the world.
I’ve worked with some of our era’s leading entrepreneurs and business thought leaders in writing blogs and white papers covering a slew of topics ranging from practical how-to pieces, to in-depth profiles on some of the world’s most intriguing companies and entrepreneurs. I have explored everything from how one entrepreneur is disrupting the multi-billion-dollar shaving market to the backstory behind the man who tried to bring Chinese cars to America (spoiler alert: he failed).
I’ve also ghostwritten seventeen books (and counting), two of which have landed on multiple best-seller lists while others have garnered attention and applause from other leading business publications, such as the Harvard Business Review, the Wall Street Journal, and Strategy + Business.
Writing of any length can be a challenge. But writing a book presents special hurdles all of its own. And that’s where I come in. When you hire me, you’re hiring a partner and a collaborator. I’m also what you might call a “time-multiplier”; I help you get more done using less of your valuable time. What’s interesting is that writing a book with a collaborator is really only half about the writing; the other half involves hours of interviews and conversations that allow us to dig more deeply into a topic to better get your ideas from your head onto paper.
What I might be most proud of are the relationships I have built along the way with all the thought leaders, authors, and editors I have worked with over my career. The hundreds of conversations I have with business thought leaders each year continue to be the best part of my job as I constantly get the chance to learn and look at the world from new perspectives. I am grateful for how much I have learned from working with these leaders over the years that it’s become part of my mission to pay these lessons forward. When you work with me, you will reap the value and insight of my experiences and of the relationships I’ve built over the course of my career as both a business journalist and ghostwriter.
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The book opens with an anecdote from Captain Sullenberger’s famed Hudson River landing and points out that he refused to let fear of being blamed get in the way of the decision he was about to make [landing the plane on the Hudson]. Right from the start the reader is made aware of the ego’s role in decision making – fear of blame often gets in the way and hinders our efficiency on the job – Sully chose note to worry.
Author Ben Dattner touches on the many ways the fear-driven ego sabotages performance at both individual and organizational levels. From fear of retribution, the contagious culture of ego-driven workplaces, finger-pointing [survival mode/defense mechanism] and gossip [the absence of compassion] – there are endless detailed examples.
When we look at the ego’s role in credit and blame, one wouldn’t always see the latent influence the ego plays. The ego is fear based, and is essentially instinctual. In stressful situations, we experience the amygdala hijack which Mr. Dattner explains early on in the book. With the amygdala hijack, our limbic brain and pre-frontal cortex experience communication issues – these parts of the brain deal with emotional processing, planning, and decision-making. This is when things go awry for individual, employee, manager, and CEO alike. Our ego’s hunger for credit also poses a threat sometimes – as our decision-making can become clouded by the desire to receive something we may not be getting (or are afraid we won’t get).
Mr. Dattner goes on to touch on various personality types, their habitual tendencies, and individual proclivities. To anyone with a Psych 101 background – you will picture Donald Trump many times among the definitions and personal anecdotes from the author’s experience in consulting CEOs and dealing with the ego. Having the real-life example in your mind makes learning this stuff easier for sure.
As you read along it will become clear that a fear-based mindset actually does more harm than good in more than just the organizational context. Mr. Dattner introduces his personal anecdotes as examples of how he managed credit and blame in each individual case-study. He helped to provide the tools necessary to clients (self-awareness and regulation) as well as coached them to alter their mindset and be more present in, and in control of, their life.
The book ends with a philosophical quote regarding the two types of pain we encounter in life: avoidable and unavoidable. The avoidable pain we set upon ourselves in unsuccessfully trying to avoid unavoidable pain. The kicker here is as follows: blame is unavoidable. Fear of blame poses the real issue here. We can’t let blame shape our organizations. What we can do, as leaders, is create environments that are collectively compassionate, work to eliminate cultures of blame, and coach individuals to be mindful (of narrative and behaviors) so that the entire organization will flourish.
want to create cultures of collaboration and trust, but frequently fall into the trap of focusing on what's wrong
which creates a lack of motivation and disengagement among employees. Ben wisely demonstrates with compelling stories and solid research that leaders who display a lack of emotional intelligence by blaming and taking undue credit spread negativity like a contagion which infects the culture. Dr. Dattner's positive and actionable book is an invaluable guide to shift leaders mindset from focusing on problems to co-creating a happy and prosperous workplace that ignites rather than diminishes people's spirit. Enlightened leaders build innovative organizations where relationships are based on honesty, trust and respect for everyone's rightful contribution.
Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
I highly recommend this book to anyone who wants to know more about corporate dynamics.



