The blame game, with its finger-pointing and mutual
buck-passing, is a familiar feature of politics and organizational
life, and blame avoidance pervades government and public
organizations at every level. Political and bureaucratic blame
games and blame avoidance are more often condemned than analyzed.
In "The Blame Game," Christopher Hood takes a different approach by
showing how blame avoidance shapes the workings of government and
public services. Arguing that the blaming phenomenon is not all
bad, Hood demonstrates that it can actually help to pin down
responsibility, and he examines different kinds of blame avoidance,
both positive and negative.
Hood traces how the main forms of blame avoidance manifest
themselves in presentational and "spin" activity, the architecture
of organizations, and the shaping of standard operating routines.
He analyzes the scope and limits of blame avoidance, and he
considers how it plays out in old and new areas, such as those
offered by the digital age of websites and e-mail. Hood assesses
the effects of this behavior, from high-level problems of
democratic accountability trails going cold to the frustrations of
dealing with organizations whose procedures seem to ensure that no
one is responsible for anything.
Delving into the inner workings of complex institutions, "The
Blame Game" proves how a better understanding of blame avoidance
can improve the quality of modern governance, management, and
organizational design.
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