Scapegoating

Catino reveals the processes and mechanisms involved in the formation of scapegoats in organizations. In analysing the concept of the “organizational scapegoat,” this book gives a fresh perspective on recent incidents from around the world, including the Costa Concordia shipwreck.

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A large cruise ship sinks after hitting some outcropping rocks near the shore. Who is to blame? In the face of negative events – accidents, corporate scandals, crises and bankruptcies – there are two organizational strategies for managing blame. The first is to take full responsibility for the event and to implement adequate corrective measures. The second is to create one or more scapegoats by transferring blame to some of the people directly involved in the event. In this way, the organization can appear blameless and avoid costly remedial interventions. Reappraising the Costa Concordia shipwreck and other well-known cases, Catino analyzes the processes and mechanisms behind creating the 'organizational scapegoat.' In doing so, Catino highlights the limits of explanations centered on guilt and individual solutions to organizational problems, and underlines the need for a different civic epistemology.