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Year-End Message from MD

learning organization

“Trying desperately to avoid mistakes might lead to inactivity and lack of risk-taking. Instead, implement a transparent and interactive framework of learning from mishaps is crucial for the progress of our organisation.”

The Learning Organization

KAIZEN principles remind us to constantly “make good things better”. Ideally, to make good things better is the DNA of a dynamic organization and its teammembers. In our daily efforts and strive for constant and continuous improvement, we consistently apply these principles to make Swisspro’s products, services and processes better.But what if errors occur? What if unpredictable situations happen?After several years of double digit growths, in 2017, Swisspro encountered unpredictable situations which not only challenged our quality control and product assembly process, but to an even larger extent the solidarity and resilience within our team. From a technical standpoint, we had to deal with the impact of water hammering, which sometimes occur in highrise buildings. Detailed third party tests and investigations proved that our products operate properly within all stated conditions. However an extra precaution is necessary from the installers side to avoid structural damages. You will find more information on this topic in the section of “What’s New”.From a team’s perspective the impact of dealing with the water hammer situation are manifold; customer’s expectations, time pressure, internal tensions, stress, etc. It vividly reminds me to avoid the classic communication and leadership mistakes in crisis situations. Such common errors are:

  • Denying, instead of acknowledging.
  • Reinterpreting facts, instead of willingness for immediate analysis and possible action.
  • Categorically rejecting responsibility, instead of accepting accountability.
  • Downplaying consequences, instead of exercising rational estimation, identifying possible risks and showing immediate measures.
  • Fending off criticism, instead of accepting constructive criticism in the search for solutions.
  • Arrogance, ignorance and lack of concern, instead of exercising empathy, viewing oneself as part of the team and finding a solution.

Some companies call it “error culture”, but I prefer to use the term, “a learning organization. No matter how good we might get, there are always new tasks to perform and some mistakes are inevitable. Trying desperately to avoid mistakes might lead to inactivity and lack of risk-taking. Implementing a transparent and interactive framework of learning from mishaps for all team-members with timely and open communication is crucial for the progress of our organisation.We will never be perfect, but we can do better every day.


Marco Preisig

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