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Error Culture or how to Live a Culture of Failure Management

Definition, Explanation	Tips, Checklist
Articles

Definition, Explanation

When working together with people, a certain way of dealing with mistakes is established with time. This can be seen in how mistakes are perceived, evaluated and the reactions to them. Error culture can be recognised in the distinctiveness of quality systems, the formation of innovations, in risk management, in the corporate culture and above all in communication. According to Elke M. Schüttelkopf, error culture comprises norms and values, competences and instruments. To put it another way: from the "want-to", "can-do" and "may-do".

It is beyond question that one can learn from mistakes and a productive error culture forms the basis for success. The distinctiveness, however, is represented in various ways. Whereby the zero-error concepts stand to the fore in quality management, innovation management regards mistakes as unavoidable and regards error-friendliness as a chance for new ideas. The openness for mistakes makes it possible to build up knowledge and broaden competences.

In spite of this scientific knowledge and managerial acknowledgement, mistakes are seen as something bad, whether at school, within the family and in society. The more important it is to be able to live a constructive error culture. With this mindset, it will become a matter of course to freely report mistakes and near-damages and to analyse them in terms of their causes according to the motto "every mistake is a treasure". This requires an avoidance of the zero-error culture and facilitates continuous learning individual, collective and organisational levels. A requirement is an open communication culture where constructive criticism is voiced and the opinions of all team members are listened to.

Tips, Checklist

• Recognise the positive side of mistakes that can further you and induce changes
• Let out aggravation and frustration about mistakes made
• Do not be afraid of making mistakes but just take the risk. Ask yourself "what can happen anyway, if things go wrong?". In doing so, you discover your own potentials and get to know your abilities
• Make use of feedback to perceive yourself and others
• Keep in mind that the perception of mistakes strongly depends on valuation criteria
• Do not try to do everything perfectly. Being a perfectionist can quickly lead to overstrain and stress and usually costs too much time. Remember the pareto principle, according to which you achieve 805 of the results in 20% of the time whereby the remaining 20% require 80% of the time. Always consider to what extent being a perfectionist is necessary
• Stand by your mistakes and strive to limit the damage as fast as possible instead of vindicating yourself. Thus, do not go ahead with fruitless projects only to prove your steadfastness, but stop them as soon as possible
• If others make mistakes, point these out in an objective manner and present improvements. Possibly look for allies especially where important changes are involved that meet with resistance
• Accept apologies and react with deep respect of admitting mistakes
• Apologise if you are responsible for a mistake where others suffered from it
• Be honest
• If something has gone wrong, look for solutions instead of a guilty person. Put solution-orientated treatment of mistakes to the fore and not the public exposure and punishment of the causer. That harms the working climate. Instead of that, make use of the creativity and commitment of all people involved to find a solution
• Learn from mistakes by analysing what lead to the mistake. Avoid making the same mistake again
• Reward tips about mistakes and confessions especially if this leads to further damage being prevented
• Sanction, if at all, only according to that person's personal fault. Clarify in advance what actually caused or contributed towards the mistake. Grossly negligent conduct or wilful misconduct is to be treated in a different way to unavoidable mistakes and can lead to claims for damages or dismissal without notice
• Do not shuffle off responsibility for mistakes on others
• Be an example of constructive error culture
• Allow mistakes to rest and do not pay mistakes back
• Try to comprehend the reasons the causer of the damage had
• Nurture open communication with feedback and criticism
• Assume responsibility as employer for the mistakes of your employees with respect to your superiors
• Do not be afraid of revising mistakes. It has nothing to do with leader weakness and unpredictability, but with your having learned something new

Articles

• Embracing Failure: A Powerful Tool for Success; Secrets of the Job Hunt, July 09, 2009

Last update: 09/18/2009