The Hidden Costs of Scapegoating in Organizations

Scapegoating is a sympton of dysfunctional organizations

"One of the most telling signs of problems for any family, workplace, community, or society where there is a scapegoat is the fact that there is a scapegoat at all." — Louise Taylor, clinical psychologist

"Scapegoating is blame shifting. Scapegoats are blamed to reconcile conflict." — Kim Sawyer, Senior Fellow, University of Melbourne School of Historical and Philosophical Studies

Scapegoating is a defining trait of dysfunctional organizations, from workplaces and schools to religious and community groups. Instead of addressing organizational problems—such as poor leadership, ineffective communication, or toxic culture—conflict-avoidant organizations place blame on individuals. This deflection protects those in power while preventing meaningful change.

Many institutions that prioritize order and tradition discourage confrontation to maintain a false sense of harmony. Schools and churches, for example, often emphasize unity over addressing difficult issues. When problems arise—whether leadership failures, declining morale, or ethical breaches—blame is shifted onto individuals to avoid deeper institutional reform.

This avoidance extends to broader cultures. Societies that fear discomfort discourage questioning authority, creating environments where issues remain unaddressed. Instead of promoting open dialogue and problem-solving, these cultures create fear, resentment, and stagnation.

The Scapegoating of Reformers

Those who challenge the status quo are particularly vulnerable to scapegoating. Reformers and whistleblowers who expose misconduct or inefficiency—whether in workplaces, schools, or religious institutions—are often labeled as troublemakers or behavior problems. Rather than being recognized for their integrity, they face retaliation, which deters others from speaking out and allows dysfunction to persist.

Many whistleblowers possess traits—bluntness, directness, persistence, and even abrasiveness—that make them easy targets in organizations that prioritize conformity. In cultures where raising concerns is discouraged, they may feel forced to break rules just to be heard. When open discussion is not part of the organizational structure, leadership dismisses legitimate concerns, viewing those who raise them as the problem rather than a symptom or reaction to the actual problems.

Dysfunctional organizations often believe eliminating the troublemaker will solve their problems, failing to recognize that the real issues remain. In group settings, particularly among like-minded people, there is often an unconscious bias against dissenters.

The Cultural and Psychological Toll

Scapegoating has serious consequences for both individuals and organizations. Those unfairly blamed often suffer stress, anxiety, and reputational harm, leading to burnout and isolation. Many leave, reinforcing the status quo. Witnessing scapegoating discourages others from speaking up, perpetuating a culture of silence that further entrenches the organization’s underlying problems.

References

"Where There Is Dysfunction, You May Find a Scapegoat" by clinical psychologist Louise Taylor

"Scapegoating: Why We Blame Others for Our Problems" by sociology professor Thomas Hendricks

"Scapegoating" by political science professor Eric Brahm

"Creating Scapegoats in the Workplace" (PsychCentral)

"Signs You Are Being Scapegoated" by clinical counselor Courtney Morgan