Error culture in companies: Courage for new ideas


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Text comes from: Die Macht der versteckten Signale: Wortwahl - Körpersprache - Emotionen. Nonverbale Widerstände erkennen und überwinden (2014) from Dr. Gabriele Cerwinka, Gabriele Schranz, published by Linde Verlag, Reprints by friendly permission of the publisher.
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A Company, in which the individual employee is not sanctioned immediately, if he makes a mistake, promotes the introduction and implementation of new ideas.

Fault Culture in Enterprises: Courage to New Ideas Fault Culture008


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Dr. Gabriele Cerwinka cerwinkaDr. Gabriele Cerwinka is a shareholder of Schranz and Cerwinka OEG.

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Gabriele Schranz SchranzGabriele Schranz is a shareholder of Schranz and Cerwinka OEG; Vienna - Zurich.

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Error culture as an "open access" concept

Error culture as an "open access" concept allows everyone to participate in the resulting findings. Overload is prevented:

The constant change that is required of all companies easily leads to an often permanent overload of the individual due to constantly new processes, new procedures, new technologies and changed regulations.

Breathing breaks for the brain

This overloading of human beings and often also machines leads, as a matter of experience, to false performances, to demotivation, even to illness and total failure.

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A suitable fault culture recognizes these dangers in a timely manner and ensures adequate buffers and dips through a kind of early warning system.

It also ensures that sufficient training measures ensure that employees are equipped with the necessary know-how for change.

Employees dare to go new ways

At all levels, people dare to make courageous decisions, to go new ways and to realize visions.

They act from the reliable knowledge that also and particularly setbacks serve the company's progress and future-oriented future.

Future visions

Only those who dare to break new ground, and who are ready to go a detour, will secure the future of their company.

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The big changes that companies are facing today require courageous and visionary people who act without fear in the context of positive error culture.

Fault culture creates trust

Those who act suspiciously will protect themselves repeatedly and everywhere and avoid any risk. Who, then, should something still go wrong - and it does it again and again - immediately seeks a culprit, heightens this mistrust.

This creates a climate of mutual suspicion, which affects all those involved. However, those who openly and constructively deal with the mistakes, no matter who they are, creates and strengthens the mutual trust of the employees among themselves and also between the hierarchical grades.

Real proximity to the customer

Trust is the best basis for an efficient and satisfactory teamwork. A positive culture of error, however, also creates trust in the outside world. Customers and the public are very aware of how a company reacts to errors.

Often, the correct reaction to a complaint from the outside strengthens the confidence more than if an error had never occurred. Only in the event of damage does the true customer proximity prove itself.

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All are involved

In a positive culture of error, everyone involved in the performance process is involved. Everyone introduces his observations, unimportant is who first discovers an error.

The recognition that everyone is important in the service delivery chain, so everyone has the opportunity to contribute to error prevention, encourages appreciation and team understanding.

Fault culture is a characteristic of the entire company

Employees today are not satisfied only with nice words. They register exactly whether the beautiful words also deeds follow. Phrases such as "We focus on the human being" can be found in almost every corporate philosophy.

But what is really behind this flop? How is the company actually being bypassed? Nowhere else can the implementation of this principle be as good as to deal with critical situations, with errors and weaknesses.

Preach water, drink wine?

Anyone who preaches tolerance and openness to mistakes, but then immediately initiates a "public criminal procedure" with the least carelessness of the employee, will hardly create a climate of openness and positive handling of mistakes.

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However, anyone who cultivates an active and positive culture of error lives this sentence and will also convince his employees. This, in turn, will contribute to the motivation and therefore the increase in performance.

How the company deals with mistakes shapes the overall corporate climate, and above all, it is the management's responsibility.

Tools that help

Once a company has decided to introduce an error management or a deliberate error culture, it is necessary to define the appropriate instruments.

From our point of view the following tools are helpful for error management in general as well as in particular for a good error culture:

Definition of errors and tolerance ranges

For all employees it must be clarified what is meant by an error. For this purpose it is necessary to set standards for all relevant processes and to describe tolerance ranges (see Fig. 2).

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When is there an error? The collection and analysis of the errors only makes it clear to everyone involved what is to be understood as an error Sense, The criteria for this should be as comprehensible and measurable as possible.

Clarify the legal framework

This requirement is a challenge in the so-called "soft areas" such as customer service.

If an error has occurred, this often leads to legal consequences. Therefore, it is essential for all parties to know these consequences or to know where information is to be provided when necessary. Misconceptions and misinterpretations of the legal situation are thus to be protected.


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