Error culture in companies: Damage limitation by checklist



Previous Part Next part



We make the Working World more Human and Ecological, so we donate Revenue for Certified Reforestation. As Publisher Best of HR - Berufebilder .de® with an unique Book Concept, on-demand eCourses and News Service we share 15 years of Experience with our Customers (Samsung, Otto, State Institutions). By the Top20 -Blogger Simone Janson, referenced in ARD, ZEIT, WELT, Wikipedia .
Reprint: This text is from the book "Die Macht der versteckten Signale: Wortwahl - Körpersprache - Emotionen. Nonverbale Widerstände erkennen und überwinden (2014)""" from Dr. Gabriele Cerwinka, Gabriele Schranz, published at Linde Verlag, and was left to us for reprint.
Copyright: Artwork created as part of a free collaboration with Shutterstock. ,

In addition to the recording of errors, an awareness of possible errors and the corresponding damage limitation must also be created. You can find out how to do this here.

Error culture in companies: Damage limitation by checklist black sheep

Tip: Text as PDF (please read the instructions!) or to this text complete eCourse Download. Regular promotions or news per Newsletter!


More knowledge - PDF download, eCourses or personal advice

Here writes for you: Gabriele Schranz is a shareholder of Schranz and Cerwinka OEG; Vienna - Zurich. Profile
Here writes for you: Dr. Gabriele Cerwinka is a shareholder of Schranz and Cerwinka OEG. Profile

From the author:

Best of HR Berufebilder

Read


Best of HR Berufebilder

Read


Best of HR Berufebilder

Read


immediate measures

Overview

The following important questions should be asked immediately by every employee:

Tip: Text as PDF (please read the instructions!) or to this text complete eCourse Download. Regular promotions or news per Newsletter!

  • Who needs to be informed?
  • What time window do we have?
  • Which strategies are there for mitigation?

Everyone has to think along

Overview

Every affected employee is asked to think about the immediate measures. In terms of minimizing damage, it is essential to design and evaluate at least two strategies.

This creates contingency plans, which must always be supplemented, edited and updated.

Emergency plans will only work if the right time to intervene is not missed. This is an important goal of a functioning error culture.

root cause analysis

Overview

In order to draw positive knowledge for the future from an error, it is necessary to clarify which circumstances caused the error.

Tip: Text as PDF (please read the instructions!) or to this text complete eCourse Download. Regular promotions or news per Newsletter!

But it is not about the respective person! It is helpful to examine the connections and the background.

Possible causes of errors by employees are

Overview

  • lack of specialist knowledge
  • lack of skills
  • overtaxing
  • underload
  • emotional exceptional situations
  • too little or wrong information
  • individual knowledge deficits
  • Pressure of time
  • pressure to perform
  • unclear target agreements
  • too complex a process documentation
  • organizational flaws
  • unclear competence distributions
  • leadership deficits
  • technical deficiencies
  • wrong decisions
  • a lack of inner attitude

Several causes interlock

Overview

Often, several causes fall together or interlock. It is therefore not always easy to analyze the situation accurately.

The analysis is about persistently asking questions and not being satisfied with "first answers".

Difference to scapegoat culture

Overview

When the employee realizes how important the cause research is taken on the part of those responsible, he learns to provide concrete and meaningful answers to help him uncover the real facts.

Tip: Text as PDF (please read the instructions!) or to this text complete eCourse Download. Regular promotions or news per Newsletter!

Here lies the great contrast to the "scapegoat culture": This usually protects only the underlying inadequate system in dealing with errors. The real reason does not always come to light immediately. Stay persistent in the search for clues! Helpful here is the so-called 5-times-demand method:

5 Times "Why" questions

Overview

Ask again for the first answer, and then again, five times in total. But do not ask "why", but better "for what reason" or "why".

Why questions are negatively intercepted by the communicative side, because they put us emotionally back into our childhood and school time:

Checklist for causes research

Overview

"Why did not you do your homework?" "Why is not your room cleaned up?" Already at that time we did not know any answer, this kind of root cause research in the "familial error culture" was not very effective.

Tip: Text as PDF (please read the instructions!) or to this text complete eCourse Download. Regular promotions or news per Newsletter!

  • When did the error occur?
  • When was he discovered?
  • What exactly was the error?
  • Which circumstances triggered the error?
  • Where exactly did the error begin?
  • How did it come about?
  • What is the impact?
  • Is it a single error or is there a chain of errors?
  • Has the same error happened to other employees?
  • Is there a risk that the employee will be able to make these mistakes again?
  • Do errors always follow the same pattern?
  • Was revision and / or overload in the game?
  • Was it a communication, transmission or presentation error?
  • Goods system factors responsible for the error (mit-)?
  • Were environmental factors involved?
  • What has already been done to mitigate the consequences?
  • Can a control center be interposed if necessary?
  • What has been done to avoid the error?
  • What else can be done to avoid the same mistake in the future?

Quality and risk management

Overview

The link to quality and risk management, which has often been implemented for a long time, is the focus. The legal situation of error culture is also explained. As a result, the current situation is to be studied together.

  • The questions to the participants in this phase of the workshop are:
  • What is a mistake? How do we define errors?
  • Where is the line between the terms "grossly negligent" and "deliberate"?
  • What are the consequences of messing up mistakes?
  • What does constructive error handling mean?
  • Where are we now? Where do we want to go?


More knowledge - PDF download, eCourses or personal advice

Overview


Offline download: Download this text as PDF - Read usage rights, Because we do not automatically submit the title of this text for privacy reasons: When buying in "interests" the title register if support is needed. After buying text exclusively Download at this URL (please save).

3,99 Book now


Your eCourse on Demand: Choose your personal eCourse on this or another desired topic, As a PDF download. Up to 30 lessons with each 4 learning task + final lesson. Please enter the title under "interests". Alternatively, we are happy to put together your course for you or offer you a personal regular eMailCourse including supervision and certificate - all further information!

19,99 Book now


Consultant packages: You want to increase your reach or address applicants as an employer? For these and other topics we offer special Consultant packages (overview) - For example, a personal phone call (price is per hour).

179,99 Book now


occupations pictures

You want to comment here? Please the Debate Rules comply, contributions must be unlocked. Your eMailAddress remains secret. More information on the use of your data and how you can counter this can be found in our Privacy policy.

  1. To follow debate on this post
  2. All debates follow
  1. Competencepartner

    Error culture in companies - Part 15: mitigation by checklist: In addition to capturing ... #Creation #Education

Post a Comment

Your email address will not be published. Required fields are marked with * .

JaI would like to be regularly informed about the latest promotions & offers Newsletter be informed.

I hereby accept the Debate Rules and the Privacy policy with the possibility to contradict the use of my data at any time.