JUST PLANE CULTURE


By Patrick Kinane “ H


ave all the dissenters in the factory shot. I don’t want our employees to be dissatisfied,” said Charlie Chaplin in “The Great Dictator.” Don’t shoot – I’m


not a dissenter. I’m just presenting information from the world of science. We have all heard of the learning curve. As we learn and gain experience we become more efficient and our tendency for committing errors decreases.


everything in big chunks. We tend to learn the minutia as we gain proficiency in the industry. Although it improves us as individuals, the effect on error reduction is not as impressive. As long as we continue to learn, we will continually be pointed toward the unachievable goal of zero. We are headed in the right direction but there is another force at work that thwarts that progress. That force is overconfidence. Now let’s look at the confidence curve (or better termed the over-confidence curve) in relation to errors.


ERRORS ERRORS


LEARNING/EXPERIENCE The error rate falls dramatically as we learn. Notice,


however, that the learning curve never gets to zero errors. The error rate reduction slows noticeably and might even level off as we gain experience. This is because we will never know everything, we will never get to zero, and we will never be perfect. When we are first in the business, we absorb


CONFIDENCE


Oddly but truly, we tend to commit more mistakes as we gain confidence with our jobs. Be it complacency, norms or professional arrogance, the fact remains that this condition exists. Analysis of errors reveals that errors were clumped


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