To the text

Better work, information as desired: We give you the information you really need and are committed to a better and more ecological working environment. When Book Publisher Best of HR – Berufebilder.de® with Unique Book Concept and eCourses we offer over 20 years of experience in Corporate Publishing - with Clients like Samsung, Otto, Governmental Institutions. Publisher Simone Janson also heads the Institute Berufebilder Yourweb, which awards scholarships and belongs to one of the top 10 female German bloggers, referenced in ARD, FAZ, ZEIT, WELT, Wikipedia .

Disclosure & Image Rights:  Artwork created as part of a free collaboration with Shutterstock. 

Text comes from the book: “The power of hidden signals: choice of words - body language - emotions. Recognizing and overcoming non-verbal resistance ”(2014), published by Linde Verlag, reprinted with the kind permission of the publisher.

Here writes for you:

cerwinkaDr. Gabriele Cerwinka is a partner at Schranz and Cerwinka OEG and has many years of professional experience as a board secretary. After studying vocational education and communication sciences as well as international human resource management / organizational development, she has been a freelance consultant and coach for personality development, communication and office management since 1993. She is also a specialist book author and university lecturer. All texts from Dr. Gabriele Cerwinka.

schranzGabriele Schranz is a partner in Schranz and Cerwinka OEG; Vienna - Zurich. After studying business administration in Vienna, she worked in management at the Berlitz language school in Vienna. Since 1993 she has been an independent trainer and consultant for communication, professional appearance, process optimization and personal development. She mainly oversees projects in the service, doctor and assistant areas as well as communication in hospitals. She also works as a university lecturer and has already written numerous specialist books on the subject of office management and professional communication. All texts by Gabriele Schranz.

Learning from mistakes: 12 tips for a corporate culture without a question of guilt

The Executive even the philosophy behind the error culture has to live visibly with full conviction!

change

Willingness to think about your own leadership

Ist die Bereitschaft zum Überdenken des eigenen Führungs- und Konfliktverständnisses vorhanden, muss sich die Guide bewusst werden, was sie konkret zum Gelingen einer neuen Fehlerkultur beitragen kann.

Die geforderte Vorbildfunktion kann nur dann erfüllt werden, wenn die Executive innerlich überzeugt von den Zielen und Vorteilen einer konstruktiven Fehlerkultur ist. Dazu ist das Hinterfragen einiger erlernter Werte erforderlich.

Detect the status quo

Result of this phase is the statement, how the current error culture in the Company is handled. Most participants at this point in the process are already aware of how much room for improvement there is in this area.

This awareness is already the first step towards change. Only those who are aware of the current weaknesses and the advantages of a change in the course of the trade will understand the new values.

Tip: Text as PDF (please read the instructions!) or to this text complete eCourse or series Download. Actions or news via Newsletter!

Clear text in the team

Wurden die Ursachen erforscht und die geeigneten Maßnahmen festgelegt, ist es erforderlich, im Team Klartext zu reden und nichts zu beschönigen. Fehlende persönliche Sanktionen bedeuten nicht eine Einladung zum Fehlermachen.

Everyone in the team needs to be aware of the implications of mistakes and the importance of action taken. Each affected person must do his part to a gradual improvement process.

Communicate consequences

Sollte sich der Error wiederholen, weil die beschlossenen Maßnahmen nicht umgesetzt wurden, müssen allen die Konsequenzen unmissverständlich kommuniziert werden.

According to our experience, the rules of the game must be constantly updated and anchored in the consciousness of the employees.

gain trust

Dieser Kommunikationsprozess muss ergänzend zu allen anderen Maßnahmen erfolgen. Falls im jeweiligen Fehlerfall erforderlich, ist eine professionelle Communication nach außen zu gewährleisten, um ein etwaiges verlorenes Vertrauen zurückzugewinnen.

Wurden alle Maßnahmen erfolgreich umgesetzt und die Richtlinien für die Zukunft festgelegt, gilt es darauf zu achten, dass ein Fehler auch wirklich von allen Beteiligten „abgehakt“ wird.

Creating a positive culture of error

Wie lässt sich nun eine positive Fehlerkultur „erschaffen“ und in den Unternehmensalltag integrieren? Zunächst ist es entscheidend, alle Führungskräfte zu integrieren. Die erste Phase der Einführung muss top-down erfolgen.

Only when all managers are convinced of the meaningfulness of a conscious fault culture, the project has a success.

Understand the values

Unternehmensverantwortliche müssen hinter dem Concept ABC School Joke Oud stehen und die Werte verinnerlicht haben. Nur so können sie diese Werte vorleben und den restlichen Mitarbeitern glaubhaft vermitteln.

Externally moderated events in which all executives are involved have proved their worth. First of all, the principles of the error culture and the integration into the overall corporate concept are explained in such workshops.

12 tips for the success of a new error culture

First and foremost, it requires a rethinking in the assessment of employee misconduct, which is to be expressed through communication:

  1. Errors do not relate to the person and thus to their self-esteem, but to their actions.
  2. Fehler liefern wichtige Informationen für eine development the company.
  3. Fehler bedeuten Veränderung und ein höheres Maß an Anstrengung – Energie, die sonst für das „Vertuschen“ vergeudet wird.
  4. A false, reckless reaction to an error can lead to lengthy construction work.
  5. Clear excuses for emotional reactions are required.
  6. The inadequacy of employees is to be accepted as a fact, the positive must be encouraged, in order to push the negative back.
  7. The initial action should always be positive or neutral - the focus is on a clear separation between emotion and thing.
  8. Die erste Frage muss immer lauten: „Seit wann wissen Sie von dem Fehler?“ Die Frage nach einem konkreten Zeitpunkt lenkt das Gespräch von der Emotion auf die Sachlage und verdeutlicht, dass das rasche Melden von Fehlern im Zentrum steht.
  9. The management level must give the employees a certain amount of time to get used to the new rules of the game.
  10. It has to do some convincing work: what is the benefit of each individual employee from a new fault culture?
  11. Improvement proposals must be evaluated by the leadership independently of the person and their position in the company.
  12. Valuable communication is the basic condition - even if the improvement proposal can not be implemented.

Find out more - our books on the subject

  • book review




    book review




    book review




    book review




    book review

  • book review




    book review




    book review




    book review




    book review

  • book review




    book review




    book review




    book review




    book review

  • book review




    book review




    book review




    book review




    book review

3 responses to "learning from mistakes: 12 tips for a corporate culture without a question of guilt"

  1. Mary Stahl says:

    Error culture in companies - Part 18: 12 tips for the success of the new culture - #GoogleAlerts

  2. Andreas Löchte says:

    RT @Berufebilder: Error culture in companies - Part 18: 12 tips for the success of the new culture -

  3. Competencepartner says:

    Error culture in companies - Part 18: 12 tips for the success of the new culture: Leadership… #profession #education

Post a Comment

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

Ja, I would like to be informed about the latest promotions and offers via 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.

EnglishDeutsch
error: warning The content is protected!