Must Heads Roll? A Critique of and Alternative Approaches to Swift Blame
批判了管理者在职场中常见的快速指责行为，指出其危害，并基于双加工认知理论提出三种替代方案：无指责方法、问责制与正念训练，为管理者提供更有效的应对策略。
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.