In a world where self-preservation is the name of the game, most people tend to embrace the CYA (Cover Your Ass) principle.

Whether it is at home, in the workplace or even at church, very few people take responsibility for their action or inaction, especially if the consequence is detrimental such as losing “face” or losing a job.

In the workplace, there are some people who are famous for “passing the buck” and so when their reputation or job security is threatened, they connive and fabricate stories casting blame for the error on some unsuspecting co-worker.

Scapegoating is a practice that some managers use to get by in the organisation. When things are going well, he takes the credit but when there are flaws, foul-ups and errors made, he blames the staff members for their tardiness even when he was the one that gave the directive that caused the problem in the first place.

There have been cases of people who have lost their jobs as they were the target of a malicious scapegoater. In most cases, the victim is at a lower rank and has no recourse as the “bigger bosses” would more often than not give the nod to their peer.

Victims of scapegoating suffer psychologically and emotionally. They are usually depressed as they are most times devastated by the experience.

Identifying a scapegoater

* The scapegoater is usually quite cunning and uses his public relations skills to his advantage. When he speaks, you can’t help but listen to him; he has a way with words.

* The scapegoater has a habit of “twisting” the truth to make himself look good.

* The sccapegoater never accepts responsibility for mistakes, he is always pointing fingers at someone else.

* The scapegoater is usually concerned about his image. He possesses an over-inflated ego.

* The scapegoater is a profiler and enjoys socialising with the big wigs in society as that is how he gets his ratings.

How to treat with scapegoater

* Be assertive and stand up for your rights. If you believe you were misrepresented or an untruth told about you, respectfully speak up.

* Document everything. Always be ready to pull on documentary evidence to defend yourself.

* Speak with the human resources manager and/or your trade union officer if you suspect any behaviour or action of your boss that you consider to be unfair or unreasonable.

* If you notice your boss has a tendency to blame you unfairly, nip it in the bud. Don’t wait until a major calamity occurs. It might be too late and cost you your job.

* If you recognise that your boss is a scapegoater, ask for a transfer to another department. This environment might be better handled by someone else.

* If a transfer is not possible, then it may serve you well to seek another job soon.

* One school of thought is that if you can’t beat them, join them. You may therefore want to befriend the scapegoater to ensure that you don’t become one of his targets.

* Don’t accept blame for something you are not guilty of. The scapegoater plays mind games and will convince you that you are the source of the foul-up.

* Build and maintain a good performance record, as well as develop a good rapport with other managers who could vouch for you.

* The scapegoater tends to target those he believes he can intimidate. Be confident in yourself and your abilities, and confront him in a firm, professional way.

Words of advice to the scapegoater

Remember that what goes around comes around. Put another way, when you dig a pit, dig two — one for your brother or sister and the other for you.

Wayne Powell is a human resources professional of more than 10 years. He may be contacted at crisscounsellor@yahoo.com.