Keywords: error management, error management culture, trust, learning, performance, managed trust, group efficacy, employee creativity, creativity, organisational commitment, blame culture
Errors, mistakes, mix-ups and failures occur in every organisation and industry. The issue for most organisations is how they deal with mistakes and errors, without stifling creativity, experimentation and innovation. The problem with trying to create a ‘get it right first time’ culture is that it often leads to risk aversity, whereby people become unwilling to try new things or innovate. Further, error adverse cultures tend to create an atmosphere where people are dis-incentivised to identify and own up to mistakes, for fear that they will get ‘into trouble’.
This research briefing looks at the effect of an organisational error management culture upon manager trust and group efficacy. Additionally, the study looks at whether an error management culture promotes higher levels of organisational commitment.
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