Gary Martin: Never accept the modern norm of shirking responsibility

Owning mistakes and taking full responsibility for one’s actions is becoming increasingly rare.

Whether in personal relationships, the workplace, or public life, more people are downplaying their wrongdoings, deflecting blame, or outright avoiding accountability.

Many have perfected the art of shifting blame by carefully crafting their language to avoid responsibility.

A common example is the frequent use of vague phrases in public life and workplaces to obscure accountability.

Instead of saying, “I made a mistake”, leaders often opt for phrases like, “mistakes were made”, which cleverly sidestep assigning blame, making it difficult to hold anyone accountable.

We also see an increasing reliance on generalisations to avoid personal responsibility.

Phrases like “everyone does it” or “people always make that mistake” dismiss criticism by implying the behaviour is widespread and therefore less problematic.

Even more concerning is the tendency to spread responsibility across teams with statements like, “we all need to improve”.

This collective framing dilutes personal accountability, allowing the true issue to remain unresolved under the guise of shared effort.

Another tactic is reframing errors as learning experiences.

While it’s valuable to learn from mistakes, statements like “it was a learning opportunity” can minimise the seriousness of the issue, allowing individuals to focus on the lesson rather than fully acknowledging their role in the mistake.

And some people avoid accountability by emphasising their good intentions over the actual outcomes.

In more extreme cases, individuals outright shift the blame to others to divert attention from their own involvement in the issue.

With so many tactics to avoid responsibility, it’s no wonder blame-shifting is on the rise — and there’s never a shortage of things to blame.

People frequently deflect or downplay mistakes to shield themselves from judgment, especially in high-pressure environments where owning up feels risky.

This is particularly true for leaders who fear appearing weak.

Social media and constant public scrutiny add further pressure to protect one’s image, with accountability seen as a liability rather than a strength.

In a world where deflection is becoming the norm, accountability is increasingly being left behind.

We’ve become so accustomed to people dodging responsibility that it can be difficult to recognise when someone is genuinely being accountable.

Clear, direct communication is a key indicator of true accountability.

Statements that acknowledge mistakes, take ownership of consequences, and include a commitment to make amends are examples of this.

Look for phrases like “I made a mistake, and I take full responsibility”, which shows ownership without excuses, or “I didn’t handle that situation well, and I’m sorry for how it affected you”, where the speaker acknowledges the impact of their actions and expresses remorse.

Messages like “I’ll make sure this doesn’t happen again” or “I should have communicated better, and I’ll improve next time” reflect a genuine commitment to change and growth.

And statements like “I understand how my actions caused problems, and I’ll take steps to resolve them” demonstrate proactive responsibility for fixing the situation.

These kinds of admissions go beyond vague acknowledgments and show real accountability by accepting fault and working toward resolution.

And we shouldn’t ever forget — when accountability shows up, recognising and reinforcing it helps ensure it sticks around.

Professor Gary Martin is CEO of AIM WA and a specialist in workplace and social trends.