Error (go) culture - The laugh of the week
Where people work, mistakes can happen and you can learn from them, as you know. Nevertheless, the ideal image still prevails in many minds that we must always strive, always be successful and productive and be up to any challenge, no matter how difficult it may be to master.
But not only the ideal picture is becoming more and more extensive, the pressure of work and the competition among the workers are also increasing. Errors or weaknesses simply don't fit the overall concept. This “error-free culture” nullifies the tendency to admit mistakes openly and to regard them as enrichment. In the meantime, employees are even afraid of openness in order not to be next on the hit list.
But what should you watch out for if you make a faux pas?
It is important to create a corporate culture in which there are no sanctions to fear. If such a culture is developed and implemented, all hierarchical levels must be integrated. It does not work if the management suddenly announces: From tomorrow we will have a new culture of mistakes! Ultimately, it's about focusing on the future and seeing the causes of the quality improvement failure by following these steps:
Step 1 - clarification
What circumstances / backgrounds / relationships have triggered the error. It's not about the person who caused the error, but how it came about.
Step 2 - get to the bottom of the error
Ask persistently and do not be satisfied with "first answers", half-truths do not lead to the goal. However, do this in a calm tone and take the conversation seriously. A laugh in this case is of no use to anyone and is also unproductive.
Step 3 - solution
Also look for a permanent improvement / solution, regardless of immediate measures.
An extension of these steps would be to collect errors in a notebook and then discuss them in a team meeting. In this way, the remaining team members can contribute their suggestions for improvement and experience, or you can search for a good and lasting solution together.
Through the establishment and practice of this model, employees learn that a mistake in itself is not tragic and that there is a suitable solution for every “problem”. Only when the whole thing is covered up or kept secret can this escalate.
Due to the open and reflective approach, the team members take responsibility for their actions and learn from them. This promotes innovation and performance. The steps towards such a corporate culture create experience and competence and can even become a valuable resource for the entire company.
