Whether the introduction of a positive culture of error in the Companys works or not depends primarily on the Guide away. It is important to convince them of the new values and norms.
- Measured in action
- Search for long-term solutions
- Fear of fear
- Education to avoid the failure
- Scapegoats before!
- Typical management errors
- Why choleric does not help
- Ask your leadership
- 7 typical management error
- Top books on the subject
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Measured in action
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:
Search for long-term solutions
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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.
Fear of fear
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.
Education to avoid the failure
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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.
Scapegoats before!
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.
Typical management errors
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.
Why choleric does not help
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.
Ask your leadership
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?
7 typical management error
- Harmony addiction: As long as the team is peaceful, the leader does not have to intervene and act.
- Conflicts of oppositeness are the result of a reluctant behavior from an early age: all unpleasantness is suppressed from conscious perception.
- We only know the winner-loser scenario: every conflict means there are winners and losers. This is not a good basis for further successful cooperation.
- The prevailing performance orientation in our society offers no room for mistakes and resulting conflicts.
- Such management forces the fear of loss of control to defensive behavior.
- So acting executives are afraid to face the often unpleasant truth. The attitude towards conflict in the team is also an important prerequisite for the successful introduction of an error culture.
- Another motive: fear of losing energy - "I have more important things to do!"
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