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Behind the wheel: What drives the effects of error handling?

“…A pilot study indicated that the error handling manipulations were understood by participants as intended and were effective in inducing responses consistent with the manipulated strategy. The instructions for the error management only group and the error prevention only group were based on the instructions by Nordstrom et al (1998), Keith and Frese (2005), Carter and Beier (2010) and Dimitrova et al (2015). In the error management only group, in line with earlier definitions and research (see Hofmann & Frese, 2012;Keith & Frese, 2005), participants read a short text framing errors positively and focusing on maximizing their positive consequences (i.e., learning).…”

“…Participants in the error prevention only group read a text framing the prevention of errors positively (see Dimitrova et al, 2015;Keith & Frese, 2005;Nordstrom et al, 1998), saying that "errors should not be allowed to occur during the learning process" and "it is important to think of how you can prevent errors from occurring, what you can do to successfully detect situations possibly leading to errors, and how what you know can help you with similar situations in the future". Participants also read that "by successfully preventing errors you will learn how to deal with the task more effectively" and "if you try to prevent errors from occurring you will do better on the task".…”

“…In line with previous research, we focus on worry as an indicator of negative affect (also see Chillarege et al, 2003;Frese et al, 1991;Nordstrom et al, 1998) and self-efficacy as a motivational indicator (e.g., Bell & Kozlowski, 2008;Carter & Beier, 2010). Making errors is by default stressful for people (e.g., Reason, 1990), but the way that errors are framed may either be more or less likely to be conducive to stress and worry.…”

“…Empirical evidence shows that error management results in less frustration and negative affect than error prevention (Chillarege et al, 2003;Frese et al, 1991;Nordstrom et al, 1998). Also, perceived managerial intolerance of errors, which is conceptually similar to error prevention, was positively linked to employees' negative emotions (Zhao, 2011).…”

“…The existing theorizing and research on error handling has primarily focused on comparing and contrasting error prevention with error management (e.g., Hofmann & Frese, 2011;Keith & Frese, 2005;Nordstrom et al, 1998). In most situations, however, people use a combination of both, in the sense that they first prefer not to make an error, but if they do, they adapt and focus on dealing with it and hopefully minimize its negative consequences (Hofmann & Frese, 2011).…”