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This article deals with the concept of Error Management (EM). Please note: Error Management for Organisations should not be confused with the concept of Error Management Theory.

Error Management for Organisations
Errors at the workplace pose a nuisance in several manners. Errors interrupt the workflow and correcting them can be time-consuming and frustrating. Additionally, some workplace mistakes have serious consequences for both individuals and organisations. It is therefore unsurprising that people usually prefer to avoid errors in the first place. Consequently, many scholars in the area of learning and training view errors negatively. Error Management attempts to overcome this negative bias towards errors by considering them to be natural by-products of active learning. They can thus never be completely eradicated. Error Management proposes an active approach to prevent and tackle errors that reduces the negative consequences while enhancing positive effects like learning and innovation.

Error Management (EM) commences after an error has occurred; it attempts to prevent negative error consequences by reducing their negative impact, or deal quickly with error consequences once they have occurred. It also demands “immediate damage control, which includes reducing the likelihood of error flow, secondary error prevention, which includes reducing the occurrence of specific errors in the future, and optimisation of the positive consequences of errors, which include: long-term learning, performance, and innovations.”

Error Prevention vs Error Management
During the active exploration of the environment by learners, the occurrence of errors is inevitable. Thus, errors are quite common, and a pure error-prevention approach cannot adequately address this fact. Furthermore, errors can have an informative function for the learner, as they pinpoint where knowledge and skills need further improvement. The prevalent trajectory of a task can be conceived as:

Action $$\xrightarrow[Error Prevention]{}$$ Errors $$\xrightarrow[Error Management]{}$$ Consequences
While, the aim of error prevention is to avoid negative error consequences by avoiding the error altogether, Error Management accepts errors as a given and tries to mitigate the negative effects of such errors, potentially increasing positive consequences through design or training.

Process of Error Management in Organisation
Error detection

Error Detection is the process by which an error is recognized without necessarily identifying the cause of its occurrence. There can be no useful ‘Error Management’ without error detection, and hence, four processes of detection have been differentiated : ‘Direct Error Hypothesis’ is when one has the immediate knowledge about a specific error; ‘Error Suspicion’ is when one has a suspicion regarding the presence of an error but no direct information about it; ‘Standard Check’ indicates that a security check has been performed; and ‘Affirmative Evaluation’ indicates that something has been judged to be correct.

Avoiding or Reducing Negative Error Consequences

Damage Control aims to reduce the negative error consequence. Time is a crucial factor in this process. While a short time frame has the advantage of providing immediate feedback, it also has the disadvantage of requiring error handling strategies to be started and executed in a matter of (milli-) seconds. On the other hand, a long time frame often means that feedback is insufficient to provide warning signals, but it also allows for the active development of early warning signals.

Organisational Error Management Culture
The concept of Error Management can be applied at organizational or at unit level. Its facets are: open communication about errors, sharing of error knowledge, quick error detection and analysis as well as providing assistance in such situations, effective error recovery, and coordinated error handling efforts. All of these facets are aimed at avoiding and reducing negative error consequences, as well as developing better strategies for dealing with errors in the future. A strong organisational error management culture helps to mitigate negative and promote positive error outcomes. Studies have shown that, in organisations, this is linked to profitability, performance, and innovation.

The notion of Error Management Training
Error Management Training has two characteristics that set it apart from other training methods: (1) active exploration with minimal guidance; (2) explicit encouragement towards committing mistakes during training, and additionally, positive error framing in error management instructions. (Note: Some authors refer to this type of training as "error training," as in, while others use terms like "error-filled training," as in , or "enactive exploration," as in.

Error Management Training includes the development of emotional control in its participants. This is directed towards the reduction of negative emotional reactions to errors and setbacks. Such control is established in trainees by their active participation in activities such as planning, monitoring, evaluating one's progress while completing tasks and revising strategies. . The benefits of Error Management Training emerge during post-training tasks when errors are no longer encouraged. In this stage, trainees are expected to apply the training content to difficult tasks, and are aware that their performance is now being evaluated. Thus, it becomes critical to conceptualise the difference between training and post-training performance while conducting studies to evaluate training effectiveness. .

Outcomes of Error Management
Different forms of knowledge can be gained from errors:


 * Error Management as secondary error prevention - The occurrence of an error leads to the development of knowledge of that error, which may aid in the prevention of similar errors in the future.

Although adopting an Error Management culture is beneficial for organisations due to the numerous positive outcomes, it is not a recommended practice to focus on Error Management at the expense of error prevention. Error prevention should serve as a first line of defence for high quality products and services as well as for safety in organizations. However, despite all efforts to prevent errors, human fallibility exists, making it impossible to completely eliminate errors. Thus, when error prevention strategies fail - which at some point they will - error management comes into play. Since the accurate prediction of a particular error may be an obscure task, it is safe to assume that the occurrence of an error is quite inevitable. .
 * Development of a better understanding of the system - This occurs as a result of experimentation, as occurrence of errors lead to system exploration which subsequently leads to a better understanding of the system.
 * Error-handling mind-set - The development of a mind-set of how to appropriately deal with errors.
 * Reduction of error-related negative emotions - Reduction in the experience of negative emotions that arise as a result of error occurrence..