How To Get Out Of Habitual Failure?

How to get out of habitual failure?

The first step is to recognize the category of failure and the reasons for its failure, followed by the specific way to get rid of habitual failure.

The categories and causes of habitual failure and their failure may vary from management to practice.

It is necessary for us to analyze specific problems and find the categories of failures and their regularity so as to take different countermeasures according to different categories.

According to the author's experience, we can divide most habitual failures into four categories: the first category is "no or no employees", but we can not do so.

The prohibition clause in the company can not be effectively implemented in this category.

For example, the workplace is forbidden to eat, but often employees secretly eat for a long time.

No fighting is allowed, but there is an endless stream of fighting and fighting.

Why is it impossible to do so? The main reason is that management is not allowed to turn a blind eye to it or can not handle it strictly according to regulations.

The second category is that employees are expected to work according to their standards and make no mistakes, but the reality is that employees or difficult to do according to standards, or even make mistakes according to standards.

For example, the operation standard has specific requirements for the number of screws, but a little bit less careless. A manager repeatedly emphasizes the importance of safety, and employees cut their fingers carelessly.

Such a kind of mistake is usually referred to as "unconscious error". The so-called unconscious error is the mistake committed by those who do not intend to do so. The general management methods such as system, request or training can not solve such problems.

The third category is that employees are expected to develop good habits, but it is hard to do so.

For example, the factory is required to dress correctly, but the staff can not do it; the factory requires that the garbage be classified and distributed, but the staff is just throwing it away.

The main reason is that managers lack patience and persistence, or fail to find a good way to stick to and ultimately develop good habits for employees.

The fourth category is that companies try to improve innovation, but fail every time.

For example, employees are asked to take the initiative to improve their work, even if the incentive measures are introduced, employees are always indifferent.

Managers have designed a lot of incentives to motivate employees, who are ungrateful or unable to lift their spirits.

The main reason is that there is no good mechanism for improving innovation in enterprises, and there is no culture and atmosphere suitable for improvement and change.

You may think of more examples.

In view of the above four types of habitual failure, the author proposes the following solutions: first, to eliminate the bad behavior and to punish the offender; that is to say, to reduce or even eliminate the bad behavior, managers need to pay attention to and supervise for a long time, and find that the violation behavior should be given the corresponding administrative penalty in time (serious violation, for example, giving the first level punishment to corruption: remove the name; serious violation, if not obey the superior's arrangement, give two levels of punishment: record a large amount; generally violate the rules, such as if you are late, leave early to give three levels of punishment: remember), never be soft.

It is particularly necessary to note that the "fine system" often adopted by people is not a good method, and it is recommended not to be used or used less.

The second category: preventing error results, requiring error proofing. Punishment for unconscious errors is wrong and must be corrected.

Instead, we should try our best to find ways (using the power of wisdom) to study and implement measures to prevent foolproof (fool can do the right thing) or error correction methods.

If we can not think of a way to prevent or correct mistakes at the moment, we should also consider improvements to standards or requirements, such as replacing words with images, etc., so that employees can understand and master them, and spend more efforts in training employees more effectively.

The third category: developing good habits requires continuous demands. Employees can develop good habits through education, advocacy, demonstration and long-term adherence.

Of course, it is very important for employees to develop good habits, create a good environment and study effective methods.

There will be a good case in the next blog.

Fourth categories: trying to improve innovation and creating an atmosphere. In the final analysis, it is the process of challenging the inertia and challenging the culture of the team.

Because of the uncertainty and risk of this challenge, to overcome the inertia or fear of employees, it is necessary to creatively import the staff to improve the mechanism of innovation and create a strong atmosphere for improvement.

For the above questions, the author has only put forward some principled opinions, which can not be further explored.

Welcome to discuss!