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The whole problem seems to pivot around blame. Having only ever worked at a small company, I've enjoyed the absence of fear of blame. When the hierarchy is so
by tomxor 6y ago
The whole problem seems to pivot around blame.
Having only ever worked at a small company, I've enjoyed the absence of fear of blame. When the hierarchy is so minimal risk-vs-benefit seems to be easy to communicate and digest between both ends of the spectrum and accept with shared responsibility. I understand this doesn't automatically scale, but it feels unsatisfying to assume blame is as inevitable part of growth.
Can anyone think of a way to avoid it? Is it a necessary side effect of larger layered hierarchy or is it something else?
- pjmorris 6y agoI once worked for a ~10 person consulting firm. We had a contract to do some IT work for a large firm's HR department. We'd joke that the HR department needed its own HR department, to work out the politics among them. And, we'd joke that we needed clients so we could borrow their office politics so we could have some. My pop-science (I learned about Dunbar's number from Malcom Gladwell's 'Tipping Point') theory for this is that we're wired to think of some small set of people (~150) as 'our group'/'my people', and that within that group we're more likely to forgive, and outside that group, we're more likely to blame.