Near Misses Can Lead to Important Innovations, But Only If Employees Feel Safe to Discuss Them
Near misses, often viewed as failures, can also be seen as opportunities for improvement if employees feel secure enough to share them. A recent study by Amy C. Edmondson of Harvard Business School and Olivia Jung reveals that psychological safety is essential for reporting and analyzing these close calls.
In fact, near misses can be considered successes if viewed as opportunities for improvement. Edmondson explains that when employees feel comfortable sharing these near misses, it can lead to significant improvements in work systems.
The study, published in The Joint Commission Journal on Quality and Patient Safety, focused on the radio-oncology sector. The researchers found that less severe incidents, which demonstrate system resilience, are less likely to be reported by employees. On the other hand, more severe near misses, which reveal weaknesses, require greater psychological safety to encourage employees to report them.
Leaders play a crucial role in creating an environment where near misses are seen as opportunities for learning rather than errors to be avoided. Edmondson emphasizes that leaders must encourage vigilance and resilience, rather than punishing errors, to foster a climate of trust.
Thus, companies that value near misses as opportunities for learning and encourage a culture of psychological safety are better positioned to avoid costly errors and foster innovation. When properly exploited, near misses can offer valuable opportunities to improve processes and practices.
