Blamed for a teammate’s coding mistake or bug? That puts you in a difficult spot. Should you take the fall for the good of the team, or stand up for yourself? If you need to set the record straight to protect your career, how should you go about it?
Here’s how to navigate the blame game without damaging your reputation and relationships (or dragging someone else’s name through the proverbial mud).
Consider the Gravity of the Situation
If you’re blamed for a minor mistake that no one seems to care about (and if it’s an isolated incident), then it’s probably best just to let it go, explained Courtney C.W. Guerra, work advice expert and author of “Is This Working?: The Businesslady’s Guide to Getting What You Want From Your Career.”
If you have cultural capital (i.e., standing or recognition within the organization), then being falsely blamed for an easily resolved error probably won’t reflect poorly on you, Guerra pointed out.
Plus, there’s no point in getting into a contentious debate unless the stakes are high. You may also want to let it slide if you’ve gotten away with making similar mistakes in the past, since dragging up old history may backfire.
Try Working It Out
Resolving the issue with your teammate in private can nip developing conflicts in the bud. If your organizational culture supports it, try asking the accuser why they think the mistake was your fault, advised Jeremy Pollack, an authority and blogger on conflict resolution and principal of Pollack Peacebuilding Systems, Inc.
The key is to listen without getting defensive. “Approach the accuser with a curious mindset and be open to listening to what he has to say,” Pollack said.
Understanding your teammate’s rationale may yield the truth, the actual nature of the problem, and even a solution and retraction.
If you think you know who made the mistake, don’t call him or her out publicly. Instead, go to them and explain that this wasn’t your error; give them the opportunity to ‘fess up, said Doug Kalish, workplace advisor and curator of dougsguides, a website for new graduates looking for jobs.
“Most people don’t make mistakes intentionally,” Kalish added. If it seems appropriate, make it easy for your co-worker to admit their error by accepting partial responsibility for the predicament.
Tips for Setting the Record Straight
If you want to stop a co-worker’s bad behavior, try pushing back in the moment by calmly saying: “I didn’t write that code, shall we check the record?” Or: “When I tested my code using the test case, it produced the correct output.”
Setting boundaries without confrontation teaches people how you want to be treated. Just remember: People tend to give less credence to colleagues who get defensive or have a short fuse.
If you’re accused of making a major mistake in a public forum or channel, your best bet is to treat it as a team issue. If necessary, clear your name by providing documentation, then encourage the team to break the blame cycle by using their energy to find a solution to the problem.
End the finger-pointing by turning the mistake into a “third entity” that you can tackle and resolve as a team, Pollack said. Using a three-step conflict resolution process can help you achieve the best possible outcome. First, use curiosity to define the root cause or reason for the issue, then create an alliance to solve the issue; finally, engage in problem-solving activities.
To ensure that the issue is resolved once and for all, send an email to the accuser and your team lead confirming the facts once the team settles on a solution.
Blamed? Approach Your Manager
If you’re unable to clear your name, and the issue is a serious one, you’ll need to present your case to your manager. However, how you frame the issue is key: You don’t want to come across as a whiner or malcontent who is intentionally throwing teammates under the bus.
“Don’t frame it as [a] situation where you are being blamed for a mistake; frame it as a concern for a ball that was dropped by the team,” Guerra advised.
Explain the situation and solution in a way that clears your name but doesn’t accuse anyone or assign blame.
Another technique is to ask for advice. Without naming names, describe the context of the situation you experienced, and ask your manager what they think you should do. Conveying your dilemma may pique your manager’s curiosity and inspire them to ascertain the real facts.
Unfortunately, if you work in a toxic environment where blame-shifting is common, and your manager doesn’t resolve the situation, it’s time to leave. In most situations, however, you do have lots of good options for clearing your name.