In a book I wrote with a colleague on organisational failures (The Apology Impulse) the inability of many of them to confront their failures, except to say a meaningless “we’re sorry”, is legend.
We highlighted the many cases of organisations in the private and public sector apologising profusely for a high-profile failure, but not taking any personal or organisational responsibility for it. We concluded, after looking at hundreds of organisational failures, that the very act of apologising is itself in crisis.
Organisations are confused and gripped by a range of anxieties. They worry about the consequences of apologising, including the humiliation that comes with admitting wrongdoing. And their (unfounded) fear of inviting litigation often prevents them from giving apologies when they’re most needed.
