The Subtle Art of Not Pointing the Finger

In crisis times, political leaders face not only agonizing policy choices in uncertain circumstances but also delicate accountability issues and blame games. This chapter highlights the rather sophisticated nature of this blame-management work in the context of COVID-19. It disentangles the Dutch crisis-management discourse based on a qualitative analysis of government press conferences. It specifically zooms in on the interaction between journalists and officeholders in situations where the question of blame is made manifest. It identifies a picture of Dutch blame discourse that is more complex than current studies have revealed. Instead of overt blame-shifting to experts, local government bodies, companies, or citizens, the chapter uncovers two subtler discursive strategies: (1) emphasizing the inevitable uncertainties and risks behind policy decisions made and (2) questioning the appropriateness of playing blame games. Both strategies underscore the important role of ambiguity in how blame is managed in hard times.