Dysfunctional Practices that Kill your Culture (and what to do about them)
Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
Our tendency is to blame workers for errors and label their personal failings as the cause of the error. Labeling does not solve problems that cause error and, frankly, it may all be an illusion of human perception leading us to false conclusions. Our human tendencies result in interactions that hurt the culture among our workers and the effectiveness of the systems we put in place to support them. These tendencies build dysfunctional management practices that create fear associated with your workplace programs. I want to teach you a better way to analyze the behaviors of your employees to understand why they were put in a position to take the risk in the first place. Your system may be perfectly designed to promote risks and create error traps. By analyzing the context of behavior we can discover ways to change your system to optimize behavior related to employee performance.
Date
10-24-2020
Subject
Industrial and organizational psychology
Document Type
presentations
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by-nd/4.0/
Dysfunctional Practices that Kill your Culture (and what to do about them)
Our tendency is to blame workers for errors and label their personal failings as the cause of the error. Labeling does not solve problems that cause error and, frankly, it may all be an illusion of human perception leading us to false conclusions. Our human tendencies result in interactions that hurt the culture among our workers and the effectiveness of the systems we put in place to support them. These tendencies build dysfunctional management practices that create fear associated with your workplace programs. I want to teach you a better way to analyze the behaviors of your employees to understand why they were put in a position to take the risk in the first place. Your system may be perfectly designed to promote risks and create error traps. By analyzing the context of behavior we can discover ways to change your system to optimize behavior related to employee performance.
Department
University of Tennessee at Chattanooga. Dept. of Psychology