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There is an obvious worry about embracing blamelessness. What if the wretched website keeps crashing and the same person is at fault? Sometimes, after all, blame is deserved.
人们对免责存在明显的担忧。如果这个倒霉网站不断崩溃，而且是同一个人一直出错，该怎么办？毕竟，有时责备是理所应当的。
The idea of the “just culture”, a framework developed in the 1990s by James Reason, a psychologist, addresses the concern that the incompetent and the malevolent will be let off the hook.
20世纪90年代，心理学家詹姆斯·瑞森提出了“公正文化”的理论，解决了人们对无能和恶意者逃脱惩罚的担忧。
The line that Britain’s aviation regulator draws between honest errors and the other sort is a good starting-point.
英国航空监管机构在诚实错误和其他错误之间划出的界限是一个很好的起点。
It promises a culture in which people “are not punished for actions, omissions or decisions taken by them that are commensurate with their experience and training”. That narrows room for blame but does not remove it entirely.
它承诺建立一种文化，在这种文化中，人们“不会因为与他们的资历和所受培训相符合的行动、疏忽或决定而受到惩罚”。这缩小了指责的空间，但并没有完全消除它。
There are two bigger problems with trying to move away from the tendency to blame. The first is that it requires a lot of effort. Blame is cheap and fast: “It was Nigel” takes one second to say and has the ring of truth.
要想摆脱指责的倾向有两个更大的问题。首先，这需要付出很大的努力。指责不费力也不费时间：“是奈杰尔的错”只需要一秒钟就能说出来，而且听起来很有道理。
Documenting mistakes and making sure processes change as a result require much more structure. Blameless postmortems have long been part of the culture at Google, for instance, which has templates, reviews and discussion groups for them.
记录错误并确保流程因此发生变化则需要更多的组织安排。例如，免责事后调查长期以来一直是谷歌文化的一部分，谷歌有进行免责事后调查的模板、复核和讨论小组。
The second problem is the boss. People with power are particularly prone to point fingers.
第二个问题是老板。有权力的人特别容易指责他人。
A recent paper by academics at the University of California, San Diego, and Nanyang Technological University in Singapore found that people who are in positions of authority are more likely to assume that others have choices and to blame them for failures.
加州大学圣地亚哥分校和新加坡南洋理工大学的学者最近发表的一篇论文发现，处于权威地位的人更有可能认为其他人有选择余地，并将失败归咎于他们。
In one experiment, for example, people were randomly assigned the roles of supervisor and worker, and shown a transcript of an audio recording that contained errors;
例如，在一项实验中，参与者被随机分配了主管和员工的角色，并给他们一段包含错误的录音记录抄本；
they were also shown an apology from the transcriber, saying that an unstable internet connection had meant they could not complete the task properly.
他们还看到了抄写员的致歉，称不稳定的网络意味着他们无法正常完成任务。
The person in the supervisor role was much more likely to agree that the transcriber was to blame for the errors and to want to withhold payment. Power and punitiveness went together.
主管角色的人更有可能同意抄写员应为错误负责，并希望扣留付款。权力和惩罚性相伴而生。
Blame also seems to be contagious. In a paper from 2009, researchers asked volunteers to read news articles about a political failure and then to write about a failure of their own.
指责似乎也有传染性。在2009年的一篇论文中，研究人员让志愿者阅读有关政治失败的新闻文章，然后写下他们自己的一次失败经历。
Participants who read that the politician blamed special interests for the screw-up were more likely to pin their own failures on others; those who read that the politician accepted responsibility were more likely to shoulder the blame for their shortfall.
那些读到这位政客将失败归咎于特殊利益集团的参与者更有可能将自己的失败归咎于他人；而读到这位政客接受责任的参与者则更有可能为自己的不足承担责任。
Bosses are the most visible people in a firm; when they point fingers, others will, too. If your company has a blame culture, the fault lies there.
老板是公司中最醒目的人；当他们指责他人时，其他人也会效仿。如果你的公司有指责文化，那么问题就出在这里。
