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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.

Optimal teamwork in companies: Finding mistakes and improving them together

These standards and values ​​are developed in a second step and modified if necessary. The structures and appropriate instruments are then defined.


Working together to develop a culture of mistakes

It is important that this step is done together. The raising and grasping of the Error should be in Company not as a centralized control measure of the topmost Guide be felt.

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 applicable error culture can be integrated into the company process, the trust in the validity of the “new” values ​​must first be strengthened 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.

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The basis of communication

Appreciation and Respect are the basis of Communicationwhen it comes to mistakes. In this phase, managers should also openly admit mistakes.

Nothing strengthens trust like the example “from above”. If the emotions should nevertheless dominate, it is necessary not to react in a calming manner (“It will be fine, just wait and see!”), But rather to deliberately separate the question of fact and the question of emotions.

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 just has to clear What is expected of each individual employee is communicated: in the event of an error, show your colors 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?

Overcome resistances

This phase of the process is usually marked by heated discussions about objectives, 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 collection only makes there Sense, where everyone can benefit from the knowledge. This can be done, among other things, through further workshops for the employees in 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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One answer to "Optimal teamwork in companies: Finding mistakes and improving them together"

  1. Competencepartner says:

    Error culture in companies - Part 13: Working on it together: These norms and values ​​are ... #Profession #Education

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