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From Dr. Gabriele Cerwinka (More) • Gabrielle Schranz (More) • Last updated on October 13.12.2023, XNUMX • First published on 30.10.2014/XNUMX/XNUMX • So far 4389 readers, 2682 social media shares Likes & Reviews (5 / 5) • Read & write comments
Leadership itself must live the philosophy behind defect culture with full conviction!
If there is a willingness to rethink one's own understanding of leadership and conflict, the Guide become aware of what it can actually contribute to the success of a new error culture.
The required model function can only be fulfilled if the executive is convinced inwardly of the aims and advantages of a constructive error culture. To do this, you need to query some learned values.
Result of this phase is the statement, how the current error culture in the Companies 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 the first step to change. Just who the current vulnerabilities and benefits of changing course clear in Eyes will internalize the new values.
Were the causes researched and the appropriate ones Measures set, it is required in Team To speak plainly and not to gloss over anything. A lack of personal sanctions does not mean an invitation to make mistakes.
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.
If the mistake is repeated because the measures adopted have not been implemented, the consequences must all be communicated unequivocally.
In our experience, the rules of the game must be updated continuously and in the awareness of the Employees to anchor again and again.
This communication process must be carried out in addition to all other measures. If necessary in the event of a fault, a professional is available Communication to the outside world in order to regain any trust that may have been lost.
Were all measures successfully implemented and the guidelines for the Future set, it is important to ensure that an error is really "checked off" by all those involved.
Now how can one positive “Create” an error culture and integrate it into everyday business? First, it is crucial everyone Executives to integrate. The first phase of the introduction must take place top-down.
Only when all managers are convinced of the meaningfulness of a conscious fault culture, the project has a success.
Company managers need to be behind the Concept stand and have internalized the values. This is the only way they can exemplify these values and convey them to the rest of the employees in a credible manner.
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.
In the first place it requires a rethink in the evaluation of misconduct by employees, which should be expressed through the communication:
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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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