By Natasha Josefowitz, Ph.D.
LA JOLLA, California — Kill the messenger! In the old days, the bearer of bad news had his head chopped off. It isn’t much better today. We have a tendency to get upset with whoever brings us news we don’t want to hear. We vent our anger or frustration on that person even if it is not his or her fault.
It is no wonder that most people do not want to tell their superiors when something has gone wrong. Often the problem could be lessened if caught early enough, so it is critical for a those in charge to be in touch with the reality of the situation when they are responsible for the outcome.
There are errors that could have been prevented with some foresight. These preventable blunders or missteps are due to one of two factors: ignorance or neglect. Either the person did not have the knowledge, competence, or skill to prevent the error, or the person did not pay attention, delegated without following up, or just didn’t care. If the deficiency is in knowledge or competence, the person must either be trained or not given assignments that are too demanding. If the error is due to neglect, then it’s time to problem-solve together to find ways of preventing recurrences.
There are several steps to follow when receiving bad news:
1.) Commend the person for coming in to talk about a difficult issue.
2.) Identify the cause or causes of the problem. It is important to not blame someone too quickly, as the tendency is to search for a scapegoat.
3.) Discuss how the problem could have been prevented in order to avoid a recurrence.
4.) Estimate the possible consequences.
5.) Find the best means to deal with those consequences.
7.) Establish a monitoring system to prevent other errors from occurring.
In most businesses, there is a general tendency to forecast better results than is realistic. Then, when the poorer results come in, expectations are dashed and everyone is upset. Realizing this tendency, it is important to forecast more realistically, thus protecting oneself from disappointment.
Just as it is important for managers to know how to receive bad news, it is as important for employees to know how to give it.
Get all the facts: the causes of the mistake, what was done or not done to prevent it from happening, and what can be done now. Don’t just dump the problem on the manager’s desk; be prepared to suggest solutions. If it is your fault, admit it. If it isn’t, either say whose fault it is or focus on the resolution and future prevention.
We all make errors. A person who never makes a mistake is a person who does not initiate, who is not a risk taker. In an atmosphere where errors are tolerated as part of the learning and testing process, people will not be afraid to take a chance at being creative. People should be encouraged to offer new ideas, to try different ways of doing things. Brain-storming sessions where there is no such thing as a stupid idea help people conquer their hesitancy to divulge their thoughts. Often a good idea is based on a bad one.
If people rarely make suggestions for new ways of doing things, it is a sure sign that creativity and risk taking are not encouraged and people are afraid of negative repercussions. Or worse, mistakes are being made and then hidden. People become afraid to talk straight, afraid to admit errors. And when secrecy becomes the norm, problems languish unsolved and systems and policies which promote errors continue.
And then there are those mistakes that can prove to be lethal, such as a faulty piece of equipment or a medical misdiagnosis. If unreported, they can continue to wreak havoc.
Whistle blowing has had its negative repercussions. When to take a risk is a personal decision between opting for the good of humanity in some cases and the loss of one’s job.
There are also differences in one’s tolerance for making mistakes. Some people beat themselves up and won’t let go, others just shrug their shoulders and go on without altering their behavior to avoid the mistake in the future. Most people learn from their mistakes.
This is not only true at work. In personal endeavors, people should be encouraged to test themselves in new situations and not to be afraid of missteps.
A failure should be an experience which helps us to learn and grow. The way to avoid future mistakes is to have not only the courage to face the consequences of admitting your errors but to encourage the open communication which will create an environment where it is comfortable for everyone to do so.
Natasha Josefowitz is a freelance writer and author who is based in the San Diego suburb of La Jolla, California. This article initially appeared in the La Jolla Village News. Josefowitz may be contacted via natasha.josefowitz@sdjewishworld.com