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Inducing Error Management Culture - Evidence From Experimental Team Studies
Alexander Klamar1,2, Dorothee Horvath3, Nina Keith3
1Faculty of Humanities and Social Sciences, Work-, Organizational- and Business Psychology, Helmut-Schmidt-Universität/Universität der Bundeswehr Hamburg, Hamburg, Germany.
Frontiers in Psychology
|February 7, 2022
Summary
Creating an error management culture in new teams can improve performance, particularly through enhanced communication. This study experimentally induced such a culture, finding indirect performance benefits.
Area of Science:
- Organizational Psychology
- Management Science
- Team Dynamics
Background:
- Field studies suggest error management culture benefits organizational performance.
- Methods to experimentally induce error management culture and its effects remain underexplored.
Purpose of the Study:
- To experimentally induce an error management culture in newly formed teams.
- To investigate the impact of error management culture on team performance.
- To examine if culture strength moderates the error management culture-performance link.
Main Methods:
- Two experiments were conducted with newly formed teams.
- Study 1 involved rational problem-solving tasks; Study 2 used creative problem-solving tasks.
- Error management culture was successfully manipulated, influencing perceived team culture.
Main Results:
- No direct effect of error management culture on performance was found.
- Study 2 revealed an indirect positive effect of error management culture on performance mediated by communication.
- Culture strength did not moderate the relationship between error management culture and performance.
Conclusions:
- Error management culture can be experimentally induced.
- Communication mediates the positive impact of error management culture on performance in creative tasks.
- Further research is needed to understand the nuances of error management culture and its effects.
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