People Project, Systems Scapegoat
Projection Locates Problems in The Wrong Person
Psychological projection is a defense mechanism people subconsciously employ in order to cope with difficult feelings or emotions. Projection involves attributing one's own feelings, desires, or qualities to another person, group, animal, or object. It can be used as part of denying that we are not as kind or smart or good as we want to be.
For example, someone who is disconnected from their own feelings might project that onto others and call them “unfeeling”. Victim blaming is a common form of projection in social media.
We have all seen people project. We all know people who accuse others of the negative qualities we see in them that they will not admit to in themselves.
This emotional displacement allows us to avoid dealing with our challenges because we perceive other people as the cause of our misery. Eventually, however, because we have placed responsibility away from ourselves, we have given away the power we need to make change.
Chronic projectors tend to experience anxiety around other people and struggle with anger, disappointment and resentment as a result of having given that power away. Other people with a solid sense of self fail to be responsible for the emotions that have been projected onto them. Things get really messy when others accept the projection and believe it, holding themselves responsible for other people’s stuff.
The solution to the suffering caused by projection is to make friends with our uncomfortable feelings, accept our not-so-nice behaviours, and take responsibility for what is ours.
Systems Project by Scapegoating
Organizations, teams, or communities that do not want to face uncomfortable truths or feelings create scapegoats. They project the sins of the system onto a single person and delude themselves into thinking that if that person were excluded from the system, everything would be perfect.
This isn’t conscious.
But you hear it in the gossip.
“We would be able to move forward if Jessica would stop saying no.”
“Jason holds up every design decision with his perfectionism.”
“Don’t tell Jeremy anything negative. He can’t handle it.”
“If only Julie weren’t so sensitive, we could just get the job done.”
Embrace the “Problem Person’s” Problematic Trait
If these were persistent comments, organizations would do well to get curious about the possibility of scapegoating.
Jessica’s organization should consider whether they have a problem with unrealistic expectations, maybe about how much work can get done or how big the market is.
Jason’s organization should look at how they are assessing and assuring quality. Are their products and services good enough to keep customers coming back?
Jeremy’s organization might have a problem facing hard truths.
Julie’s organization might not let people have feelings while working.
In Organization and Relationship Systems Coaching,1 we assume that everybody in a system is expressing something that the system needs. By assuming that each person speaks for the system, ORSC coaches include everybody. They ask whether the system might address concerns as a whole rather than making one person bear the burden of always being the one voice speaking up on an issue.
Who Do Systems Scapegoat?
Systems tend to scapegoat:
Highly sensitive people.
Highly ethical people.
Minorities.
People who challenge the status quo.
Innovators.
People in security and compliance roles.
People who need this job.
When Scapegoats Leave an Organization
When scapegoats are let go or quit, there is often a short-lived sense of relief. But the relief doesn’t last. Without solving the systemic problem that person gave voice to, the problem will resurface in another way.
The Impact of Scapegoating on Psychological Safety
It should go without saying that anyone who is scapegoated will not experience psychological safety. But the negative impact is bigger than that.
Scapegoating is a way of avoiding an organizational problem. By making the person the problem rather than addressing the organizational problem, things won’t improve and may get worse.
A culture of anxiety frequently develops in groups that scapegoat. Individuals in the organization see that the organization consistently blames individuals for institutional problems. Watching blame shift to someone new after the old scapegoat leaves teaches those who remain they could get the blame next, without warning or cause.
People stop speaking up, trying to slide under the radar. Real problems don’t get talked about. Innovations and improvements don’t get suggested.
Listen to the Complainers
When people complain, listen for the needs and values hidden beneath their complaints. Look into how those needs and values are addressed by the organization. What is the alternative they yearn for?
Notice whether organizational changes change the complaints.
You might notice that some people are more likely to be vocal about perceived problems than others. That’s okay. It still doesn’t make them the problem. They speak up because they are sensitive or because they care or both and they have the courage to speak up. Whatever the reason, the messages they bring to the organization when they speak up are worth hearing.