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From Dr. Gabriele Cerwinka (More) • Gabrielle Schranz (More) • Last updated on October 13.04.2024, XNUMX • First published on 27.10.2014/XNUMX/XNUMX • So far 6846 readers, 1083 social media shares Likes & Reviews (5 / 5) • Read & write comments
In addition to the recording of errors, an awareness of possible errors and the corresponding damage limitation must also be created. You can find out how to do this here.
The following important Ask everyone should Employees in the event of an error, set immediately:
Every affected employee is asked to think about the immediate measures. In terms of harm reduction, it is essential to have at least two Strategies to design and evaluate.
This creates contingency plans, which must always be supplemented, edited and updated.
Emergency plans only take effect if the right time to intervene is not missed. This is an important one Objective a functioning error culture.
To get positive out of a mistake Background for the Future to draw, it is necessary to clarify which circumstances caused the error.
But it is not about the respective person! It is helpful to examine the connections and the background.
Often, several causes fall together or interlock. It is therefore not always easy to analyze the situation accurately.
The analysis is about persistently asking questions and not being satisfied with “first answers”.
When the employee notices how important the responsible parties take to researching the cause, he learns to contribute with concrete and meaningful answers to uncover the true background.
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Here lies the great contrast to the “scapegoat culture”: This usually only protects what is behind it, defective System in dealing with errors. The real reason is not always immediately apparent. Be persistent in your search for clues! The so-called 5-times-demand-Method:
Ask again at the first answer and then again, a total of five times. But it's best not to ask "why", but rather "for what reason" or "why".
Why questions are from the communicative side negative arrested because they emotionally take us back to our childhood and school days:
"Why didn't you do your homework?" "Why isn't your room tidy?" Even then we didn't know the answer, this type of root cause research in the “family error culture” was not very effective.
The link to quality and risk management, which has often been implemented for a long time, is the focus. The legal situation of error culture is also explained. As a result, the current situation is to be studied together.
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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.
Error culture in companies - Part 15: Damage limitation using a checklist: In addition to recording… #profession #education
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