Applying the Human Organizational Performance (HOP) approach when seeking to transform and improve systems (such as safety programs) can be a very effective way to produce better results. However, the six principles of HOP must first be understood before they can be properly implemented. As a continuation of a series explaining every principle of HOP and offering practical examples of their application, this article will take a closer look at the second HOP principle, that blames fixes nothing.
When it comes to human error, blaming someone for making a mistake may seem like a natural response, but it is rarely a helpful one. Blaming individuals for errors rarely fixes the underlying problem and can create more issues. Instead of addressing the root cause of the error, blaming someone can lead to a culture of fear, defensiveness, and avoidance. It can also lead to a lack of transparency, accountability, and communication, which can make it difficult to learn from errors and prevent them from happening in the future.
One of the main reasons why blaming individuals for errors is ineffective is that it ignores the fact that humans are fallible and that errors are an inevitable part of any system. No matter how careful or skilled an individual is, they are still subject to the limitations and constraints of the environment in which they operate. Blaming individuals for errors overlooks the fact that there are often many factors that contribute to an error, including organizational processes, communication breakdowns, and system failures.
Blaming individuals for errors can also create a culture of fear and defensiveness, which can make it difficult to address underlying issues. When individuals are afraid of being blamed or punished for errors, they may be less likely to report errors or to speak up when they notice something that could lead to an error. This can create a culture of silence, which can make it difficult to identify and address issues before they become more serious.
Another problem with blaming individuals for errors is that it can lead to a lack of transparency and communication. When individuals are blamed for errors, they may be less likely to share information about what happened and why. This can make it difficult to identify the root cause of the error and to develop strategies to prevent it from happening again in the future. Additionally, if individuals feel that they will be blamed or punished for speaking up about an error, they may be less likely to communicate openly and honestly with others, which can lead to further breakdowns in communication and collaboration.
Ultimately, blaming individuals for errors does little to prevent similar errors from occurring in the future. Instead of focusing on blame, it is more effective to focus on understanding why the error occurred and how to prevent it from happening again. This requires a shift in mindset from blaming individuals to identifying and addressing systemic issues that contribute to errors. By taking a more constructive approach to error, individuals and organizations can promote a culture of safety, accountability, and continuous improvement, which can lead to better outcomes for everyone involved.
Blaming individuals for errors is rarely an effective approach to addressing human error. Instead of focusing on blame, it is important to recognize that humans are fallible and that errors are an inevitable part of any system. By focusing on understanding why errors occur and how to prevent them in the future, individuals and organizations can create a program focused on transparency and collaboration that promotes learning and continuous improvement.
AUTHOR BIO:-
Cary comes to the SafetyStratus team as the Vice President of Operations with almost 30 years of experience in several different industries. He began his career in the United States Navy’s nuclear power program. From there he transitioned into the public sector as an Environmental, Health & Safety Manager in the utility industry. After almost thirteen years, he transitioned into the construction sector as a Safety Director at a large, international construction company. Most recently he held the position of Manager of Professional Services at a safety software company, overseeing the customer success, implementation, and process consulting aspects of the services team.
At SafetyStratus, he is focused on helping achieve the company’s vision of “Saving lives and the environment by successfully integrating knowledgeable people, sustainable processes, and unparalleled technology”.s vision of “Saving lives and the environment by successfully integrating knowledgeable people, sustainable processes, and unparalleled technology”.
