Organizational Behavior: Similarities And Differences

ORGANISATIONAL BEHAVIOUR
Thinking error made by the upper board of management can sometimes contribute to the hindrance of operational process and avert progressive solutions. The four main type’s common thinking errors are The Armchair error, The Single cause error, The single solution error and The Blaming error. “Armchair error and blaming error are the two ways by which errors are managed within an organisation and they play a vital role in the study of organisational behavior” (Mullins, 2011). Board members in an organisation will come out with a more rational and practical decisions if they will try to avoid these errors. Thus, this essay will discuss the similarity and differences in “armchair and blaming” error as well as advantage(s)

The table outlined below shows some of the advantages and disadvantages of armchair and blaming error in organisational behavior.
Advantage(s) of Armchair & blaming error
1. “The prospective long-term progressive consequences of errors are learning, innovation, and resilience.”
2. “The error management culture is positively associated to the firm’s

Management and the senior executives usually have little information about the problem. Hence, they aren’t fully aware of the root cause of the issue. “Blame has an emotional context.”“Cultures of blames usually operate with emotions of fear, anger and resentment which create dysfunctional relationships and poor staff morale.”
2. In some cases the decisions taken makes the problem worse and complicated. The management usually tries to resolve the problem as quick as possible. “Blame shifts energy and focus.”“As a result of fear-based emotions linked to blame, staff shift their energies from the interest of the group towards self-preservation.”
3. Armchair error can actually result to single solution error, meaning only factor is considered in a confined time limit and the decision is made, whereas the other factors are just overlooked. “Blame creates biases.”“As mental energies shift to defending one's own position, biases are introduced that alter the accurate perception and assessment of situations.”
4. Sometimes unfair decisions are made by the management. The management is more in the favor of their organisation and not the employee(s). “Blame inhibits creativity.”“When blame is prevalent, fear exists and individuals tend not to take risks or to think creatively, favoring instead the avoidance of