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

Dimitrova, Nicoletta G.; Hooft, Edwin A. J. van; Dyck, Cathy van; Groenewegen, Peter

doi:10.1080/00224545.2016.1270891

Cited by 25 publications

(48 citation statements)

References 29 publications

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“…Recently Dimitrova, van Hooft, van Dyck, and Groenewegen (2017) conducted an experimental study to investigate the effects of adopting an error prevention strategy, error management strategy, or both, on affective, motivational, cognitive and behavioral outcomes. The results indicated that only the error prevention strategy affected outcomes, but separate analysis of each strategy demonstrated that they contributed to variance in different outcomes.…”

Section: Definition Of Error Management Culturementioning

confidence: 99%

Error Management Culture Scale: Translation and Validity of a Brazilian Version

Porto

Puente-Palacios

Mourão

et al. 2020

RAM, Rev. Adm. Mackenzie

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It is not allowed the use for commercial purposes. Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. ABSTRACTPurpose: To provide evidence of the validity of a Brazilian Portuguese version of the Error Management Culture Scale. Originality/value: Errors are pervasive and cannot be entirely prevented, so it is essential to manage them so as to avoid the worst negative consequences. Error management culture is a set of organizational practices related to communicating about errors, sharing error knowledge, helping in error situations and detecting and handling errors quickly. There was no Brazilian questionnaire for measuring this concept, despite the importance of understanding how we learn from mistakes. Design/methodology/approach: The Brazilian Error Management Culture Scale was obtained by translation and back-translation procedures. An online and pencil and paper survey were conducted. A sample of 233 employees responded to the 17 items of the scale using five-point scales. Data on demographic and professional variables were also collected. Findings: Exploratory factor analysis and parallel analysis indicated a one-factor structure, but it can also be represented in terms of four facets of error management. The factor loadings ranged from 0.35 to 0.82 and Cronbach's reliability coefficient was 0.94, which is consistent with the original study and with other studies using the scale. The results suggested the Brazilian scale will be useful in research and diagnosis. Future studies are needed to confirm these findings in different samples and its predictive validity should be tested to extend the evidence. KEYWORDSOrganizational culture. Organizational practices. Error management. Scale validity. Error management culture.Error Management Culture Scale: Translation and validity of a Brazilian version 3

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Section: Definition Of Error Management Culturementioning

confidence: 99%

Error Management Culture Scale: Translation and Validity of a Brazilian Version

Porto

Puente-Palacios

Mourão

et al. 2020

RAM, Rev. Adm. Mackenzie

View full text Add to dashboard Cite

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“…Crisis negotiators primarily labelled errors as positive (a form of feedback) and opportunities from which one can learn, and I believe that this is a fruitful approach. That is, it aligns with an error management orientation that has proven to be effective in other domains (Dimitrova et al, 2016 Next to a contribution concerning context, I deliver a practical contribution, as the exercises that I have used in my error sender studies can easily be integrated in crisis negotiation or suspect interview training. This has already proven to be successful in the past.…”

Section: Practical Implicationsmentioning

confidence: 98%

“…In line with the error receiver studies and following research in the organizational and management domain, we focus on cognitive, affective and behavioral factors. At the cognitive level, I explore the extent to which making errors leads law enforcement officers to experience stress or distraction, because research shows that erring may influence the task focus of an error sender (Dimitrova et al, 2014;Dimitrova, van Hooft, van Dyck, & Groenewegen, 2016). At an affective level, I assess the extent to which making errors leads law enforcement officers to experience negative affect (i.e., self-oriented anger, shame and guilt), since research suggests that erring increases negative emotions (Rybowiak, Garst, Frese, & Batinic, 1999).…”

Section: Error Sendermentioning

confidence: 99%

“…Next to that, I assessed which responses law enforcement officers used and assessed explanatory factors for why they enacted these responses. In line with the error receiver studies, I followed organizational and management literature to determine the key factors when assessing the impact of errors (e.g., Dimitrova et al, 2014;Dimitrova et al, 2016;Rybowiak et al, 1999). I considered the impact of errors on a law enforcement officer's stress and distraction, and negative affect (i.e., self-oriented anger, shame and guilt).…”

Section: Error Sender's Perspectivementioning

confidence: 99%

“…More recent research shows that this better performance can be explained by the notion that error prevention leads to fewer on-task thoughts, more negative thoughts about achievements, and less flexibility in solving other problems. In contrast, error management decreases the associated stress while making an error (Dimitrova et al, 2014;Dimitrova et al, 2016). In Study 4.1, I included a measure to determine the error approach that negotiator enact in their work.…”

Section: Responses and Their Effectsmentioning

confidence: 99%

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Breaking (the) ice : communication error management in law enforcement interactions

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First-year student teachers—The change of their error orientation in connection with the teacher self-efficacy

Müller,

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2023

Z Erziehungswiss

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ZusammenfassungLehramtsstudierende im ersten Studienjahr verfügen nur über wenig Erfahrungswissen und Handlungskompetenz. Ihnen können daher im Rahmen ihrer ersten Praxisphase häufiger Fehler im Unterricht unterlaufen. Von Bedeutung ist daher, wie die Lehramtsstudierenden Fehler im Unterricht für sich bewerten: als Bedrohung (Misserfolg) oder Lerngelegenheit? In diesem Zusammenhang wird die Lehrkraftselbstwirksamkeit als relevante Coping-Ressource diskutiert. Ziel dieses Beitrags ist es, zu untersuchen, wie sich die Fehlerorientierung von Lehramtsstudierenden während des ersten Studienjahres verändert und welche Rolle die Lehrkraftselbstwirksamkeit dabei spielt. Angenommen wird, dass sich eine lernorientierte Fehlerorientierung entwickelt und sich ein positiver Effekt der Lehrkraftselbstwirksamkeit darauf zeigt. Die Lehramtsstudierenden wurden per Paper-Pencil zu Beginn des Bachelorstudiums (T1; N = 676) und am Ende des zweiten Fachsemesters (T2; N = 465) – nach einer vierwöchigen Praxisphase – befragt. Die Ergebnisse der Latent Change Analysen zeigten einen signifikanten Anstieg der lernorientierten Bewertung von Fehlern im Unterricht. Erwartungskonform war die Zunahme bei den Lehramtsstudierenden unterschiedlich stark ausgeprägt. Die Lehrkraftselbstwirksamkeit hatte hingegen erwartungswidrig einen signifikant negativen Effekt auf die Veränderung der lernorientierten Bewertung von Fehlern.

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

Cited by 25 publications

References 29 publications

Error Management Culture Scale: Translation and Validity of a Brazilian Version

Error Management Culture Scale: Translation and Validity of a Brazilian Version

Breaking (the) ice : communication error management in law enforcement interactions

First-year student teachers—The change of their error orientation in connection with the teacher self-efficacy

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