The Learning Potential of Near Misses: The Case of a Chemical Company

• In Event: 52.083 - Roundtable Session 19
  In Roundtable Session: 52.083-9 - Error Culture and Corporate Climate: Dealing With Errors and Near Misses at Work

Abstract

Objective

There is considerable interest in the question of how and under what conditions employees learn from errors in the workplace. This is especially true for “High Reliability Organizations” (Weick et al., 1999). Research has shown that identification of and learning from near misses could be a fruitful strategy to reduce the occurance of incidents like errors (Phimister et al., 2003). Based on this, we start from the assumption that near misses are a key factor for error learning processes (Cooke & Rohleder, 2006) and use the integrated research paradigm for organizational climate and culture (climcult model, Schneider, Erhart & Macey, 2011) to analyze near misses in a global leading chemical company.

Theoretical framework

The basic idea of the climcult model is to integrate research on climate and culture; the individual and the organizational level are taken into account simultaneously. Positive values about employees (employee orientation) are the basis for a culture of well-being, and policies, practices and procedures to foster strategically relevant climate(s) are influenced by a culture of well-being (in our case: error learning climate/culture). Leadership plays a crucial role by both valuing the employees and by implementing strategies and procedures (task-orientation). Regarding the results, work safety is of interest.

Figure 1: The adapted climcult model by Schneider, Erhart, and Macey (2011), page 405.

Furthermore, we use an adaption of Phimister’s et al. (2003) stages of identification and management of near misses, namely (1) the identification of an error, (2) error reporting, (3) the causal analysis, and (4) processes of dissemination and resolution. From a psychological perspective, we are especially interested in identifying factors that influence the error reporting behavior.

Methods and data source

Problem-centered interviews with 89 safety representatives/executives and focus group interviews with 120 employees (with specialized qualification on work safety, mostly male with technical background) from different production plants were conducted. In the 60 to 90-minutes interviews we focused on a realistic near miss event and asked the interviewees how they would handle and evaluate the learning potential of the near miss. All in all, the analysis draws on more than 1,000 statements.

Results and scientific significance

Based on content analysis of the verbal data, we identified two relevant factors for constructive handling of near misses: a) the perception of a near miss as a learning opportunity, and b) the level of psychological safety within work groups. Fears concerning disadvantages make it difficult to openly discuss accidents and near misses („blame-culture“). Furthermore, the respondents highlight the importance of management implementing an error culture/climate, and task as well as employee orientation are seen as crucial prerequisites for error learning processes in the company.
From a methodological perspective, the climcult model serves as a suitable heuristic model for a holistic analysis of complex human behavior in organizations. The main limitations to the study concern the convenience sample in only one organization (transferability of the findings is questionable) and the lack of performance data (e.g. productivity, error statistics).

Author

• Juergen Seifried, University of Mannheim