This is how cultural changes are made - 10 steps
Cultural changes in the Company Experience has shown that this does not happen from one day to the next.
Patience, persuasiveness and energy are required. The objectives must be clearly defined and the selection of the appropriate instruments selected accordingly. This can then be followed by the further course of action.
1. root cause analysis
If reported errors are simply assigned to a specific cause by another hierarchy, there will soon be a defense and a demotivation regarding further error messages.
The feedback and the feedback of those affected are therefore essential in the cause research.
2. Defined information paths
A standardized fault management also includes a clear definition of how the information from the error recovery is forwarded.
The following questions must be resolved:
- Who will be informed?
- Who still has access to the information or an electronic authorization to receive the information?
- In which way is informed?
- How often is informed - ongoing or periodic?
- How is the confidentiality of the information secured?
- Is feedback required or possible?
3. Clear agreements
Here, too, it has to be clarified whether the information for the participants is a debt or a debt or a debt: Is it the responsibility of the employee to inform himself about the errors and the reported errors, or is he given this information (also unsolicited)?
It is also important to determine in advance how to deal with information misuse. For example, what happens if sensitive information leaks out to an error? Where can an employee turn when a confidential message is used by a superior against him?
Here, you determine who is responsible for which instrument in the entire process of error recovery, evaluation and forwarding.
What error is reported to whom? It is particularly important to clarify who is to take the appropriate measures resulting from the analysis of the collected data.
5. Who is involved in decision-making?
It is also important to note who is involved in the decision-making process. In our consultations we always recommend to create a separate schedule or an organizational chart for error messages.
- Will the topic be discussed within the department or across companies?
- Are our own bodies created?
- Who is responsible for implementation?
- Who is responsible for controlling?
6. working groups
These teams are dedicated to introducing, training, and anchoring a corporate culture of error. They should as far as possible be composed of different areas and levels in order to create a broad acceptance within the company.
As a matter of fact, corrective measures that are developed in these working groups can also be transferred to other areas of the company.
7. Criticism and feedback culture
A central instrument of a functioning error culture is the communicative handling of the problem of error.
A positive error culture is a constant process. It is not enough to set the instruments once and then to hope for the everlasting use of them. It is essential, however, to inform and motivate everyone involved - and this is all employees in the company.
8. Info events and error meetings
Only if everyone is reminded of the benefits of the new system of error, the implementation will be successful. This instrument has to be adapted exactly to the needs of the employees.
Too many events overwhelm and tire the employees. They can not be experienced by employees as a wasted time, but as a useful fixed part of their work. The results and findings from these events must be comprehensible to all.
9. Defined controlling
Compliance with all instruments should be monitored accordingly. It is necessary to clarify who is responsible in what form and frequency.
Controlling here includes all measures that serve to implement a positive culture of error.
10. Significant error consequences
Employees should be able to identify the consequences of an error. It is also necessary to know the consequences of an intentional or grossly negligent error.
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