Scapegoating in group psychotherapy.

Barriers to ethical behaviour and stability: Stereotyping and scapegoating as pretexts for avoiding responsibility

The paper considers the relationship between stereotyping, scapegoating, unethical behaviour and instability and shows how stereotyping and scapegoating can contribute to national and international instability. It presents a revised version of a three-part model of conflict previously developed by the author, with the components of an issue of dispute, a context which favours violence over peac...

The doctor–manager relationship†

The different cultures of doctors and managers and the impact of these on their working relationships are described. A historical resumé tracks organisational change, the evolving nature of the relationship and the stresses it engenders. The phenomenon of scapegoating and an approach to managing risk is explored. Vignettes describing familiar problems, with suggested strategies for analysing th...

A dual-motive model of scapegoating: displacing blame to reduce guilt or increase control.

The authors present a model that specifies 2 psychological motives underlying scapegoating, defined as attributing inordinate blame for a negative outcome to a target individual or group, (a) maintaining perceived personal moral value by minimizing feelings of guilt over one's responsibility for a negative outcome and (b) maintaining perceived personal control by obtaining a clear explanation f...

Reputation from Nested Activities: The Inefficient Effects of Scapegoating

——————————————————————————————————Scapegoating is often said to be a source of inefficiency in organizations. In this paper, I analyze the consequences of scapegoating within a firm in amodel where reputation concerns drive the actions of superiors. Consider delegation choices, for example. Hiring efficient workers may be a good idea if successful production is the only way to build reputation....

Scapegoating and Leader Behavior