人们很容易指责他人（追责），管理者更甚。
指责他人会破坏团队凝聚力。并且不利于团队从中吸取教训，不利于团队的成长。航空业和医疗保健行业这两个典型的生命至上的行业很早就意识到指责他人存在的缺陷，各国对这些行业的追责规定也不一样。但是完全不追责也会存在很大的隐患，一些真正应当担责人就此可能躲过惩罚。
为什么转变指责他人的想法很难?其一，是因为指责别人做起来很容易，说出是谁的责任只需几秒钟，而如果要根据发现的问题修正现有流程需要做很多工作;其二，管理者更容易指责他人;其三，指责他人具有传染性，管理者是公司中最显眼的人，管理者更容易指责他人，那么其他人则很容易效仿，造成整个公司都处于指责他人的氛围中。
※英国航空监管局提出了一个很好的文化:
people are not punished for actions,omissions or decisions taken by them that are commensurate with their experience and training
※关于指责，责备的不同表达
blame（例句:blame is also corrosive.）
piont fingures（例句:people with power are particularly prone to point fingers ）
fault someone else for(例句:it is tempting to fault someone else for a snafu)
find fault(fault-finding，例句:some industries have long recognized the drawbacks of fault-finding)
pin their own failures on others（例句:participants who read that the politician blamed special interests for the screw-up were more likely to pin their own failures on others）
※关于自我担当的表达
take responsibility(例句:it is tempting to fault someone else for a snafu rather than take responsibility yourself)
own up to mistakes(例句:it makes it less likely that people will own up to mistakes)
shoulder the blame for their shortfall(those who read that the politician accepted responsibility were more likely to shoulder the blame for their shortfall)
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