Conversations that happen regularly at work are centred around what issue is happening today, and the seemingly obvious fix (insert your own examples here). Assuming the issues are valid, and the fix is too - why do so many exist without being resolved?

Firstly, for the water cooler commentator, raising the issue with the perpetrator of the blunder provides potential for conflict. Behavioural science shows us that if there is a sniff of a chance that someone could punish the messenger, we are less likely to go out on that limb. So the person who’s made the mistake doesn’t know about it.

Secondly, the person in charge of the blunder is likely to be in a position where they are judged on their performance. As such, the idea that they would revisit a decision they made and admit that they were wrong is likely to be seen as a punishing event. In countless coaching conversations with people in this situation, a coachee has explained that they already know the answer to an issue, however in order to broach it they would have to raise it with a superior staff member, and we’re back at conflict again, which means we’re back at avoiding punishment again.

What exists in the workplace is an overriding threat. It exists in really very pleasant workplaces, not just the ones with the Type A Bully Bosses. Work is overwhelmingly contingent on threats – deadlines, nags, losing face, losing a contract, missing a milestone, losing a bonus. A solution lies in “how” we measure performance and provide feedback, and the difference between a learning environment and a judging environment.

Imagine you are at an amateur painting class. You’re painting a hand and the tutor shows you a different way you could paint it which would add depth to the painting. It’s unlikely you’d be offended at the feedback; you’d probably be really chuffed and give it a go. This is because there is no link in the performer or tutor’s mind that painting a hand badly would be a reflection on the person’s value.

Shades of BMT

  • ‘Human error is about how people have learned to cope (successfully or not) with the complexities and contradictions of work’. (Sidney Dekker).
  • It is possible to deliver constructive feedback without being rude; it’s a learned skill called tact.
  • If you are serious about changing for the better, you cannot be impatient. That’s one of the key barriers.
  • People like gossip. Sadly, inaccurate reporting of what’s going on can be more interesting than accurate reporting.

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