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From Dr. Gabriele Cerwinka (More) • Gabrielle Schranz (More) • Last updated on October 28.11.2023, XNUMX • First published on 29.10.2014/XNUMX/XNUMX • So far 4823 readers, 2673 social media shares Likes & Reviews (5 / 5) • Read & write comments
Whether the introduction of a positive culture of error in the Companies works or not depends primarily on the Guide away. It is important to convince them of the new values and norms.
An positive created a culture of error Solutions for the Future. Mistakes become Ask, questions become change. Static or backward-looking thinking has no place here.
The quality of the error culture in the company is measured by the actions. Only if all Employees When they realize that words are actually followed by deeds, they will accept the new approach of continuous improvement processes and recognize the benefits for everyone.
The actual research into the cause should not last indefinitely, otherwise this will lead to endless discussions about Debt, solutions etc. Were the questions of checklist answered, it is necessary to move on to the next step:
The search for a lasting solution, independent of the already initiated measures. This includes adapting the existing control systems and improving the existing emergency plans. It is also important to clarify any possible consequences of labor law.
If the teams have not yet participated in the process, or have not done so enough, it is important now, at the latest, when it comes to future ones Measures going to solicit suggestions from the team. Reasonable suggestions for improvement should be rewarded.
Currently, in many companies and teams, there is still a leadership concept that is Anxiety and focus on mistakes. However, too much focus on mistakes on the part of the manager encourages them to occur.
In such a case, the leadership continues to drive the negative spiral. The risk-avoidance, which determines everything, often leads to a general standstill.
Dit workers are raised to be fearful failure avoiders who don't question orders and, instead of taking action, prefer to do nothing in order to avoid doing anything wrong. In the same way, the leadership does not decide in order not to make the wrong decision decide.
If errors do occur, not only is the error sanctioned, but also the reporting of errors, in the sense of “The bearer of the bad news is beheaded!”. This leads to concealment and cover-up.
If a mistake comes up, it is often said in such cases: "My biggest mistake was that I trusted this and that!"
In the case of such a management concept, those who have committed the error are always subject to sanctions. In most cases, the leadership is a violent outburst.
A leader with angry outbursts and insulting remarks is convinced that harsh words clear the situation and again Order create.
The own anger has been reduced and the employees are apparently on the right track again. At first it seems so act.
Everyone pulls together and fewer mistakes happen immediately afterwards. But this one Executives overestimate their influence on the error rate.
Even without an outburst of rage, the number of errors would have fallen after the occurrence of a coarser error, because larger errors are rare events.
The questioning of one's own style of leadership is therefore a prerequisite for a good culture of error.
Being able to deal with errors as a leader often means deliberately engaging in conflicts. Why are some executives doing so hard?
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Dr. 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.
Gabriele 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.
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