Your shopping cart is currently empty!
For their successful, good life Information you really need: Government-funded publisher, awarded the Global Business Award as Publisher of the Year: Books, Magazine, eCourses, data-driven AI-Services. Print and online publications as well as the latest technology go hand in hand - with over 20 years of experience, partners like this Federal Ministry of Education, customers like Samsung, DELL, Telekom or universities. behind it Simone Janson, German Top 10 blogger, referenced in ARD, FAZ, ZEIT, WELT, Wikipedia.
Disclosure & Copyrights: Image material created as part of a free collaboration with Shutterstock. Text originally from: “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.
From Dr. Gabriele Cerwinka (More) • Gabrielle Schranz (More) • Last updated on October 16.02.2024, XNUMX • First published on 22.10.2014/XNUMX/XNUMX • So far 6376 readers, 1628 social media shares Likes & Reviews (5 / 5) • Read & write comments
These standards and values are developed in a second step and modified if necessary. The structures and appropriate instruments are then defined.
It is important that this step is done together. The collection and recording of the errors should be Companys not as a centralized control measure of the topmost Guide be felt.
The following applies without a doubt: Mutual Trust is the most important basis for the successful introduction of an error culture throughout the company.
Therefore: Before new instruments such as a general error culture can be integrated into the corporate process, the trust in the entire workforce must first be confirmed that the “new” values are valid.
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.
Esteem and Respect are the basis of Communicationwhen it comes to mistakes. In this phase, managers should also openly admit mistakes.
Nothing builds trust like example from above. Should the emotions dominating anyway, it is necessary not to react in a soothing manner ("It will be fine, just wait and see!"), but to very consciously separate the factual and emotional question.
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.
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.
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 the advantage of the error culture, for which they take on a bit more effort and leave their comfort zone.
The Ask, to which all those involved in the company should find answers here, are:
This phase of the process is usually marked by heated discussions about Set, values and concrete Measures.
Many resistors this has to be overcome, but this can only be done if these concerns are seriously discussed or if the advantages for all areas are transparent.
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.
The central error collection only makes there Sinn, 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 self-commitment by the management with regard to the principles of error culture is the starting point for ideas to spread in the company.
Acquire this text as a PDF (only for own use without passing it on according to Terms and conditions): Please send us one after purchase eMail with the desired title supportberufebilder.de, we will then send the PDF to you immediately. You can also purchase text series.
4,99€Buy
You have questions about Career, Recruiting, personal development or increasing reach? Our AI consultant will help you for 5 euros a month – free for book buyers. We offer special ones for other topics IT services
5,00€ / per month Book
Up to 30 lessons with 4 learning tasks each + final lesson as a PDF download. Please send us one after purchase eMail with the desired title supportberufebilder.de. Alternatively, we would be happy to put your course together for you or offer you a personal, regular one eMail-Course - all further information!
29,99€Buy
If our store does not offer you your desired topic: We will be happy to put together a book according to your wishes and deliver it in a format of yours Choice. Please sign us after purchase supportberufebilder.de
79,99€Buy
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 13: Working on it together: These norms and values are ... #Profession #Education
Post a Comment