Blame in organizations may flow between management and staff, or laterally between professionals or partner organizations. In a blame culture, problem-solving is replaced by blame-avoidance. Blame shifting may exist between rival factions. Maintaining one's reputation may be a key factor explaining the relationship between accountability and blame avoidance. The blame culture is a serious issue in certain sectors such as safety-critical domains. Blame culture The flow of blame in an organization may be a primary indicator of that organization's robustness and integrity. Blame flowing downwards, from management to staff, or laterally between professionals or partner organizations, indicates organizational failure. In a blame culture, problem-solving is replaced by blame-avoidance. Blame coming from the top generates "fear, malaise, errors, accidents, and passive-aggressive responses from the bottom", with those at the bottom feeling powerless and lacking emotional safety. Employees have expressed that organizational blame culture made them fear prosecution for errors, accidents and thus unemployment, which may make them more reluctant to report accidents, since trust is crucial to encourage accident reporting. This makes it less likely that weak indicators of safety threats get picked up, thus preventing the organization from taking adequate measures to prevent minor problems from escalating into uncontrollable situations. Several issues identified in organizations with a blame culture contradicts high reliability organizations best practices. Organisational chaos, such as confused roles and responsibilities, is strongly associated with blame culture and workplace bullying. Blame culture promotes a risk aversive approach, which prevent from adequately assessing risks. When an accident happens in an organization, its reaction tends to favor the individual blame logic, focusing on finding the employees who made the most prominent mistake, often those on the frontline, rather than an organization function logic, which consists in assessing the organization functioning to identify the factors which favored such an accident, despite the latter being more efficient to learn from errors and accidents. A systematic review with nurses found similar results, with a blame culture negatively affecting the nurse's willingness to report errors, increase turnover and stress. Another common strategy when several organizations work together is to blame accidents and failures on each other, or to the last echelon such as the implementing actors. Several authors suggest that this blame culture in organizations is in line and thus favored by the western legal system, where safety is a matter of individual responsibility. Economic pressure is another factor associated with blame culture. Some