ERROR CULTURE AND SELF-REGULATION

Actuality of our research is explained by a fact that crucial factor for fast and effective success is an evolutionary change of the company, driven by creative people working in autonomous teams. Authors define two major reasons, why employees need to be organized in autonomous, i.e. self-organizing and decentralized organizational structures. Authors have analyzed how different error management approaches can influence the error culture in organizations. All researched scientific papers consider open error culture to be positive for individuals and organizations. It was stated, that in industrial sectors, performance, effectivity and staff stability are significantly increasing. In general and organizational areas, collaboration and mutual understanding will be improved. For teaching areas, cognitive, emotional and motivational aspects are affected in a positive way, and selfefficacy and metacognition are improved. Authors prove that error culture is a fundamental precondition for effective self-regulation. Using and maintaining a systemic approach of dealing with errors, which is more than just avoidance, requires reflection and ongoing learning. Conclusion is that autonomous working groups will continue to gain relevance given increased complexity and faster changes in society and work contexts.