Working together to develop a culture of mistakes
It is important that this step happens together. The collection and capture of errors should be in Company should not be perceived as a centralized control measure of top management.
Undoubtedly, mutual trust is the most important basis for a successful introduction of an error culture throughout the company.
Consolidate new values
Therefore: Before new instruments, such as a generally accepted error culture, can be integrated into the company process, trust in the validity of the "new" values must first be consolidated in the entire workforce.
This includes the most important step in ensuring that supervisors react to faults in a neutral and benevolent way. It is absolutely forbidden to make fun of any mistakes or damage.
The basis of communication
Value estimation and respect are the basis of communication when it comes to mistakes. In this phase, even superiors should be openly open.
Nothing consolidates trust like the example "from above". If the emotions nevertheless dominate, it is necessary not to respond reassuringly ("That will be, just wait!"), But very consciously to separate the matter and emotion question.
To deal with emotions properly
The leadership should, on the one hand, show an understanding of the concerns and fears of the employees and, on the other hand, consistently insist on the new principles and objectives in the matter of the case.
Part of a culture of trust is to be at fault on all levels. At least now, all areas in the company are required.
Keep your expectations clear
It must only be clearly communicated, what is expected from each individual employee: in the event of a fault, confess color and do not cover up anything.
Now everyone has to be clear: the earlier an error becomes known, the faster it can react. An absolute prerequisite in this phase is the absolute and constant backing up and down.
Acts instead of words
Beautiful words are not asked here: it is about concrete acts that testify how mistakes are handled from now on.
All employees must be aware of the instruments of fault culture and their handling, permanent training is a mosaic of the implementation success.
The implementation will only work if the employees recognize their advantage from the error culture, for which they are taking a bit more effort and leaving the comfort zone.
Questions to be asked
The questions, which are to be answered by all parties involved in the company, are:
- How are the errors defined for each area and how are they detected?
- How are they described and registered?
- How should they be categorized?
- How to avoid a registered error? Which tools (forms, EDP systems, error messages, error reporting systems, etc.) are useful for us and are helpful for all affected employees?
- What mistakes are discussed by whom and who decides the resulting changes, which are also to be implemented?
- What consequences are set for culpable and intentionally caused errors?
- How do the information paths work?
This phase of the process is mostly characterized by intense discussions about goals, values and concrete measures.
Many obstacles must be overcome, but this is only possible if these concerns are seriously discussed or the advantages are transparent for all areas.
Individual approaches to solutions instead of rigid concepts
Individual approaches to solutions are also helpful, since rigid, identical concepts are usually not suitable for all business sectors.
The instruments must be adapted to the individual circumstances and resources. They need to be clearly and clearly defined, so that they can be used by all employees.
All must benefit
The central error recovery makes sense only where everyone can benefit from the findings. This can be done, among other things, by further workshops for the employees of the respective areas.
A leadership commitment to the principles of error culture is the starting point for spreading the ideas within the company.
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