Vanderheiden / Mayer Mistakes, Errors and Failures across Cultures

Navigating Potentials
1. Auflage 2020
ISBN: 978-3-030-35574-6
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 624 Seiten

This volume provides comprehensible, strength-based perspectives on contemporary research and practice related to navigating mistakes, errors and failures across cultures. It addresses these concepts across cultural contexts and explores any or all of these three concepts from a positive psychology or positive organisational perspective, highlighting their potential as resources. The volume further discusses the consequences of errors and failures at individual, organisational and societal levels, ranging from severe personal problems to organisational and collective crises, perspectives how those can be turned into opportunities for contingent and sustainable improvement processes. The book shows that there are significant cultural differences in the understanding, interpretation and handling of errors and failures. 
This volume provides practical guidance for transcultural understanding of mistakes, errors and failure through new models, ideas for self-reflection, therapeutic and counselling interventions and organisational change management processes. 
This book is a must for researchers and practitioners working on mistakes, errors and failures across cultures and disciplines!



Elisabeth Vanderheiden is Managing Director of the Catholic Adult Education, Rhineland-Palatinate, Germany and the federal chairwoman of Catholic Adult Education, Germany. She has published articles and books in the context of vocational qualifications, in particular qualification of teachers and trainers, as well as current topics of general, vocational and civic education and intercultural opening processes.
Claude-Hélène Mayer is a Full Professor in Industrial Psychology at the University of Johannesburg, Johannesburg, South Africa, an Adjunct Professor at the European University Viadrina in Frankfurt (Oder), Germany and Senior Research Associate at Rhodes University, South Africa. She is the author and editor of many journal articles, special issues, text collections, book chapters and books  on women leadership in diverse contexts, mental health and salutogenesis in cultural contexts, transcultural conflict management and mediation and shame.

Autoren/Hrsg.

Vanderheiden, Elisabeth

Mayer, Claude-Hélène

Inhaltsverzeichnis

1;Foreword;5
2;Acknowledgments;8
3;Contents;9
4;Editors and Contributors;13
4.1;About the Editors;13
4.2;Contributors;14
5;Chapter 1: “There Is a Crack in Everything. That’s How the Light Gets in”: An Introduction to Mistakes, Errors and Failure as Resources;17
5.1;1.1 Introduction;18
5.2;1.2 Defining Mistake, Error and Failure;19
5.2.1;1.2.1 Defining Mistake from an Interdisciplinary Perspective;20
5.2.2;1.2.2 Defining Error from an Interdisciplinary Perspective;23
5.2.3;1.2.3 Defining Failure from an Interdisciplinary Perspective;29
5.3;1.3 Dealing with and Attitude Towards Mistakes, Errors and Failure;34
5.4;1.4 Mistakes, Errors and Failure in the Context of Positive and Optimal Functioning Research;37
5.5;1.5 Mistakes, Errors and Failure Across Cultures;39
5.5.1;1.5.1 Differences in the Understanding of Failure in the Economic Context of Japan, the USA and Germany;39
5.5.2;1.5.2 Cultural Context and Differences in the Understanding of Failure Using the Example of Chinese and Western Cultures;43
5.5.3;1.5.3 Cultural Dimensions as Relevant Factors for Error Understanding and Management;44
5.5.4;1.5.4 Cultural and Organisational Factors as Relevant Factors Influencing Each Other in Dealing with Errors;46
5.5.5;1.5.5 Differences in Safety Culture and Risk Perception and Their Effects Using the Example of Latin American and Non-Latin Construction Workers in the USA;47
5.6;1.6 The Contribution of This Book: Introducing the Content;50
5.7;References;57
6;Part I: Individual and Cultural Perspectives on Mistakes, Errors and Failure;64
6.1;Chapter 2: “Ever Tried. Ever Failed. No Matter. Try Again. Fail Again. Fail Better”. Life Crisis and Failure as a Resource;65
6.1.1;2.1 Introduction;66
6.1.2;2.2 Definition of Life Crisis;66
6.1.3;2.3 Impact of Life Crisis on Health;68
6.1.4;2.4 Impacts of Stressful or Critical Life Events on Perception as Mistakes or Failures;70
6.1.5;2.5 Case Studies;71
6.1.5.1;2.5.1 Case Study 1: Divorce and Job Loss as Catalyst for a Life Crisis;72
6.1.5.2;2.5.2 Case Study 2: Health Restrictions as a Trigger for a Life Crisis;74
6.1.5.3;2.5.3 Case Study 3: Migration and Perceived Educational Deficits as Factors Triggering a Life Crisis;76
6.1.5.4;2.5.4 Case Study 4: Flight, Migration and Loss of Loved Ones as Causative Factors for a Life Crisis;79
6.1.6;2.6 Discussion;80
6.1.7;2.7 Conclusion;81
6.1.8;2.8 Need for Future Research;82
6.1.9;References;83
6.2;Chapter 3: Communication About Communication in Love Letters: Addressing and Avoiding Failures, Mistakes, and Errors in Written Communication;88
6.2.1;3.1 Introduction;89
6.2.2;3.2 Research Methods;90
6.2.2.1;3.2.1 Sample;90
6.2.2.2;3.2.2 Research Analysis Methodology;91
6.2.2.3;3.2.3 Study Limitations;92
6.2.3;3.3 Findings;93
6.2.3.1;3.3.1 Writing Is Harder than Talking;93
6.2.3.2;3.3.2 Correcting Misunderstanding;94
6.2.3.3;3.3.3 Correspondence Gaps;95
6.2.3.4;3.3.4 Too Busy;96
6.2.3.5;3.3.5 Postal Problems;96
6.2.3.6;3.3.6 Too Tired;96
6.2.3.7;3.3.7 Other Explanations of Correspondence Gaps;96
6.2.3.8;3.3.8 Thanks for Writing;97
6.2.3.9;3.3.9 Why This Letter Is So Brief;98
6.2.4;3.4 Discussion;98
6.2.5;3.5 Conclusion;98
6.2.6;3.6 Directions for Future Research;99
6.2.7;3.7 Practical Implications;100
6.2.8;References;100
6.3;Chapter 4: Steely Dan’s Donald Fagen: A Case of Mistaken Self-Identity, Corrected by Self-Reformulation;103
6.3.1;4.1 Introduction;104
6.3.2;4.2 Theoretical Background;105
6.3.2.1;4.2.1 Bohemianism;105
6.3.2.2;4.2.2 Post-Freudian Psychoanalytic Theory;107
6.3.3;4.3 Methodology;108
6.3.4;4.4 Findings;109
6.3.4.1;4.4.1 Childhood and Adolescence (1948–1967);109
6.3.4.2;4.4.2 Early Strivings to Early Dan (1967–1977);110
6.3.4.3;4.4.3 Apex to Nadir (1977–1993);112
6.3.4.4;4.4.4 Dan Mark II (1993–);114
6.3.5;4.5 Conclusions and Recommendations for Further Research;114
6.3.6;References;116
7;Part II: Mistakes, Errors and Failure in Society;120
7.1;Chapter 5: Mistakes, Errors, and Failures in the Cultural Context of Aging;121
7.1.1;5.1 Introduction;121
7.1.2;5.2 Mistakes and Errors in Gerontological Research;122
7.1.2.1;5.2.1 General Bias in Response;123
7.1.2.2;5.2.2 Social Desirability Bias;123
7.1.2.3;5.2.3 Acquiescence Bias;124
7.1.2.4;5.2.4 Central Tendency Bias;125
7.1.3;5.3 Failures in Interventions, Policies, and Methods Among Older Populations;126
7.1.3.1;5.3.1 Culturally Diverse Meanings in Interventions;126
7.1.3.2;5.3.2 Transcultural Differences in Policies;127
7.1.3.3;5.3.3 Format Challenges for Interventions and Policies;128
7.1.4;5.4 Concluding Remarks and Future Perspectives;130
7.1.5;References;132
7.2;Chapter 6: Doing the Unconventional, Doing ‘Dirty’ Work: The Stigmatization of Sexuality Work and Unforeseen Encounters with Love;136
7.2.1;6.1 Introduction;136
7.2.2;6.2 Contouring ‘Dirty’ Work;138
7.2.3;6.3 Stigma and Queer Work;143
7.2.4;6.4 The Research Project;145
7.2.5;6.5 Doing the Unconventional: Falling in Love;146
7.2.5.1;6.5.1 Biography;146
7.2.5.2;6.5.2 Perils in Sexuality Research: Encounters with Love;147
7.2.5.2.1;6.5.2.1 Case Study 1: Chris;147
7.2.5.2.2;6.5.2.2 Case Study 2: Kieran;150
7.2.6;6.6 Conclusion;152
7.2.7;References;153
7.3;Chapter 7: Qualities of Communication Failures in Hierarchical Relationships: A Theoretical Model for Conflict Prevention;156
7.3.1;7.1 Introduction;157
7.3.2;7.2 Theoretical Background;157
7.3.2.1;7.2.1 Communication and Communication Failures;157
7.3.2.2;7.2.2 Appraisal, Stress, Emotion and Failing Communication;158
7.3.2.2.1;7.2.2.1 The Culture-Dependent Nature of Emotions;159
7.3.2.3;7.2.3 Hierarchical Social Relationships;159
7.3.2.3.1;7.2.3.1 Characteristics of the Major–Minor Relationship;160
7.3.2.4;7.2.4 Theoretical Background in Attribution Theory and Cognitive Biases;163
7.3.2.5;7.2.5 Coping in Hierarchical Relationships;164
7.3.3;7.3 A Model of the Qualities of Communication Failures in Major–Minor Relationships;165
7.3.4;7.4 Applications and Conclusion;169
7.3.5;References;169
7.4;Chapter 8: On Being “Outside the Box” or Being “Inside”: Intercultural Communication, Relationship-Building and Identity Ascription Failures;172
7.4.1;8.1 Introduction;173
7.4.2;8.2 Erroneous Identity Ascriptions, Power and Failure of Intercultural Relationships;175
7.4.3;8.3 Methodology;177
7.4.4;8.4 Case Presentation;177
7.4.4.1;8.4.1 Setting;178
7.4.4.2;8.4.2 Organisational Context and Interactions;178
7.4.4.3;8.4.3 Individual Interactions at the Pool;179
7.4.5;8.5 A Question of Belonging and the Failure of Erroneous Identity Ascriptions;180
7.4.6;8.6 Intercultural Communication: The Failure of Relationship-Building;181
7.4.7;8.7 Access and Exclusion: Failure in Reframing New Boxes;183
7.4.8;8.8 Conclusions;185
7.4.9;8.9 Transforming Failure in Intercultural Communication and Relationship-Building Through Erroneous Identity Ascriptions;186
7.4.10;8.10 Recommendations;187
7.4.11;References;188
7.5;Chapter 9: Mistakes and Demise: Mikhail Gorbachev and the Dissolution of the Soviet Union;191
7.5.1;9.1 Introduction;191
7.5.2;9.2 Scholarly Interpretations;192
7.5.3;9.3 Gorbachev’s Reform Agenda;193
7.5.4;9.4 The Reform Pace Quickens;195
7.5.5;9.5 The Cross-Pressure Increases;197
7.5.6;9.6 The Conservative Turn;198
7.5.7;9.7 The August Coup Attempt;199
7.5.8;9.8 The Burden of the Past;200
7.5.9;9.9 The Mistakes and Failures;202
7.5.10;9.10 Epilogue;203
7.5.11;References;204
8;Part III: Mistakes, Errors and Failure in Organisations;207
8.1;Chapter 10: Practical Examples of Handling Mistakes at Work in Different Cultures;208
8.1.1;10.1 Introduction;209
8.1.2;10.2 If at First You Don’t Succeed;211
8.1.3;10.3 Was the Mistake Caused by a Faulty Process?;213
8.1.4;10.4 Never Exclude Anyone;215
8.1.5;10.5 My Friends Can Make Mistakes;216
8.1.6;10.6 Is This a Mistake or an Error?;218
8.1.7;10.7 Contingency Rules;220
8.1.8;10.8 Avoiding Mistakes Through Rituals;221
8.1.9;10.9 Conclusion;223
8.1.10;References;224
8.2;Chapter 11: A Systems Psychodynamic Perspective on Conflict and Failure at Work;226
8.2.1;11.1 Introduction;227
8.2.2;11.2 Purpose and Aim;228
8.2.2.1;11.2.1 Systems Psychodynamics and Group Relations;228
8.2.2.2;11.2.2 Conflict and Systems Psychodynamics;230
8.2.2.3;11.2.3 Research Methodology;231
8.2.2.4;11.2.4 Findings and Discussion;232
8.2.2.4.1;11.2.4.1 The Love for Germany and a German Girlfriend;232
8.2.2.4.2;11.2.4.2 Terrorism;236
8.2.3;11.3 Conclusions;238
8.2.4;11.4 Recommendations for Future Research and Practice;239
8.2.5;References;239
8.3;Chapter 12: Resilience to Emotional Distress in Response to Failure, Error or Mistakes: A Positive Psychology Review;243
8.3.1;12.1 Introduction;244
8.3.2;12.2 Theoretical Background of the Impact of Failure Experiences in Organisations;244
8.3.2.1;12.2.1 Fear;244
8.3.2.2;12.2.2 Fear in the Workplace;246
8.3.2.3;12.2.3 Fear of Failure;247
8.3.2.4;12.2.4 How to Recover from Failure, Error or Mistakes;248
8.3.3;12.3 Positive Psychology;249
8.3.4;12.4 Resilience;250
8.3.4.1;12.4.1 Conceptualisation of Resilience;251
8.3.4.2;12.4.2 Resilience-Based Approaches;253
8.3.5;12.5 The Bi-dimensional Framework (BDF) for Resilience Research;254
8.3.6;12.6 Implications for Psychological Resilience-Building Interventions in Response to Failure, Error or Mistakes;255
8.3.6.1;12.6.1 Resilience-Building Interventions on Individual Level;255
8.3.6.1.1;12.6.1.1 Cognitive Behaviour Therapy;255
8.3.6.1.2;12.6.1.2 Master Resilience Training (MRT);256
8.3.6.1.2.1;12.6.1.2.1 Building Mental Toughness;256
8.3.6.1.2.2;12.6.1.2.2 Building Signature Strengths;257
8.3.6.1.2.3;12.6.1.2.3 Building Strong Relationships;257
8.3.6.2;12.6.2 Resilience-Building Interventions on Group Level;258
8.3.6.3;12.6.3 Resilience-Building Interventions on Organisational Level;258
8.3.7;12.7 Chapter Summary;259
8.3.8;References;260
8.4;Chapter 13: Errors and Failures in European Banking: A Cultural Perspective;265
8.4.1;13.1 Introduction;266
8.4.2;13.2 Conduct Risk Plays a Central Role in the Current Debate on Financial Systems Stability and Efficiency;267
8.4.3;13.3 At the Root of Misconduct, There Are Errors and Inadequacies in Individual and Organization Behaviours, as well as in Policies, Practices and Management Procedures;269
8.4.4;13.4 Errors’ Comprehension and Management Framework Is Represented by Risk Culture;270
8.4.5;13.5 National Cultures Influence Organizations’ Error Perception and Reaction to It;273
8.4.6;13.6 Errors Do Not Depend Only on the People Who Make or Allow Them but also on the Cultural and Organizational Contexts Where They Occur;274
8.4.7;13.7 Inside an Organization, There Might Be Different Risk Cultures Which Underlie Widely Differing Errors Philosophy;276
8.4.8;13.8 Do Errors and Inadequacies Affect Banks’ Reputation?;278
8.4.9;13.9 Control Authorities Make Mistakes Too;279
8.4.10;13.10 Errors’ Management Requires a Multidisciplinary Approach;281
8.4.11;13.11 Good Error Management Practices Could Represent an Efficient and Effective Management Tool;282
8.4.12;References;283
8.5;Chapter 14: Turning Bicultural Critical Incidents into Inclusive Bicultural Identities and Organizations in US Subsidiaries in Japan;287
8.5.1;14.1 Introduction;288
8.5.2;14.2 Theoretical Foundations, Concepts, and Models;289
8.5.2.1;14.2.1 Respect, Trust, and Transformative Identity Development in Bicultural Businesses;289
8.5.2.2;14.2.2 Learning from Mistakes, Errors, and Failures in Bicultural Organizations;291
8.5.2.3;14.2.3 Critical Incident Techniques (CIT) for MEF Analysis in Bicultural Organizations;292
8.5.2.4;14.2.4 Intercultural Communication Competency Applied in Bicultural Organizations;292
8.5.2.5;14.2.5 Japanese and US Cultural Analysis Models and Materials;293
8.5.3;14.3 Method;294
8.5.3.1;14.3.1 Data Criteria for Selection of CI;294
8.5.3.2;14.3.2 Our CI Analysis and Interpretation Process;295
8.5.4;14.4 Results;295
8.5.4.1;14.4.1 Leadership and Managerial Roles: “Yankee Go Home!”;295
8.5.4.2;14.4.2 Motivating Local Employees: “Reward the Best Salesman as a Team Role Model”;296
8.5.4.3;14.4.3 Japanese and American Communication Styles: “I can’t stand that ‘tatemae’!”;297
8.5.5;14.5 Discussion and Implications;298
8.5.5.1;14.5.1 Discussion;298
8.5.5.2;14.5.2 Implications;300
8.5.6;14.6 Limitations;300
8.5.7;14.7 Conclusion;300
8.5.8;References;301
8.6;Chapter 15: Error-Culture in Value-Based Organizations: A Christian Perspective;305
8.6.1;15.1 Introduction;306
8.6.2;15.2 Focus on Mistakes;307
8.6.3;15.3 Focus on Value-Based Organizations;309
8.6.4;15.4 Focus on Moral Mistakes;310
8.6.5;15.5 Human Dignity and Limits as a Point of View;310
8.6.6;15.6 Focus on Responsibility;312
8.6.7;15.7 Focus on Justice and Mercy;313
8.6.8;15.8 Principles of Christian Mistakes-Culture;316
8.6.9;15.9 Conclusion;317
8.6.10;References;318
8.7;Chapter 16: Institutional Moral Failure: Emotional Intelligence and Practical Reason Serving Justice;320
8.7.1;16.1 Introduction;321
8.7.2;16.2 Culture;321
8.7.3;16.3 Moral Failure as Construct;323
8.7.4;16.4 Social Sin and Structural Evil;323
8.7.5;16.5 Emotional Intelligence and Practical Reason;324
8.7.6;16.6 Historical Context;326
8.7.6.1;16.6.1 Learning from Human Sciences About Shame;327
8.7.6.2;16.6.2 Learning in the Past: Human Rights;328
8.7.6.3;16.6.3 Learning in the Present: Victims;329
8.7.6.4;16.6.4 Learning from the Christian Tradition;330
8.7.7;16.7 Cultural Change and Hope;331
8.7.8;16.8 Conclusion;332
8.7.9;References;332
8.8;Chapter 17: Against Forgetting Serious Mistakes, Errors and Failures: The Long Learning Process of the Catholic Church in Germany in Dealing with Sexual Abuse of Minors and Vulnerable Adults;334
8.8.1;17.1 Starting Point: One Could Have Known;335
8.8.2;17.2 Loss of Confidence;336
8.8.3;17.3 Specific Risk and Structural Characteristics of the Church;337
8.8.3.1;17.3.1 Structural Abuse of Power;338
8.8.3.1.1;17.3.1.1 Cultural Violence;338
8.8.3.2;17.3.2 Clericalism;339
8.8.3.3;17.3.3 Coalitions, Loyalties and Dependencies;339
8.8.4;17.4 The Defence of Responsibility;341
8.8.5;17.5 Missing Liability;341
8.8.6;17.6 It Is a Mistake That…;342
8.8.7;17.7 Willingness to Listen;344
8.8.7.1;17.7.1 Listening Is a Leadership Issue;344
8.8.7.2;17.7.2 Listening Is a Theme of Faith;345
8.8.8;17.8 Conclusion;346
8.8.9;References;347
9;Part IV: Mistakes, Errors and Failure in Education;350
9.1;Chapter 18: Failures, Errors, and Mistakes: A Systematic Review of the Literature;351
9.1.1;18.1 Introduction;352
9.1.2;18.2 The State of Failure Use;352
9.1.3;18.3 The State of Failure Definitions;353
9.1.4;18.4 Method;354
9.1.4.1;18.4.1 Search Process and Criteria;354
9.1.4.2;18.4.2 Data Analysis;355
9.1.4.3;18.4.3 Limitations;356
9.1.4.4;18.4.4 Results;356
9.1.4.5;18.4.5 Our Research;359
9.1.5;18.5 Conclusion and Recommendations;362
9.1.6;References;363
9.2;Chapter 19: Low-Socioeconomic Status Students Turn Their Academic Failure to Success: A Synthesis of Qualitative Research;367
9.2.1;19.1 Introduction;368
9.2.2;19.2 Literature Review;369
9.2.3;19.3 Method;371
9.2.3.1;19.3.1 Data Collection;371
9.2.3.2;19.3.2 Data Analysis;372
9.2.4;19.4 Results;372
9.2.4.1;19.4.1 Contributing Factors Linked to Academic Success;373
9.2.4.1.1;19.4.1.1 Supportive Influence from Others;373
9.2.4.1.1.1;19.4.1.1.1 Family and Extended Family’s Support;373
9.2.4.1.1.2;19.4.1.1.2 School Support;373
9.2.4.1.1.3;19.4.1.1.3 Community Support;374
9.2.4.1.2;19.4.1.2 Motivation;375
9.2.4.1.2.1;19.4.1.2.1 Self-Motivation;375
9.2.4.1.2.2;19.4.1.2.2 Motivation from Outside Sources;375
9.2.4.1.2.3;19.4.1.2.3 Overcoming Negative Influence from Others;376
9.2.4.1.2.4;19.4.1.2.4 Adjusting to a New Culture;377
9.2.4.1.3;19.4.1.3 Learning Strategies;377
9.2.4.1.3.1;19.4.1.3.1 Time Management;377
9.2.4.1.3.2;19.4.1.3.2 Applications;378
9.2.5;19.5 Discussion;378
9.2.5.1;19.5.1 Supportive Influence from Others;378
9.2.5.2;19.5.2 Motivation;380
9.2.5.2.1;19.5.2.1 Overcoming Negative Feedback from Others;381
9.2.5.2.2;19.5.2.2 Adjusting to a New Culture;381
9.2.5.3;19.5.3 Learning Strategies;381
9.2.5.4;19.5.4 Academic Failure Turned into Success;382
9.2.6;19.6 Limitations;383
9.2.7;19.7 Conclusion;383
9.2.8;References;384
9.3;Chapter 20: Errors and Mistakes in Foreign Language Learning: Drawing Boundaries from the Discourse of Argentine Teachers;387
9.3.1;20.1 Introduction;388
9.3.2;20.2 The Error Throughout the Literature of Foreign Language Teaching: A Polysemic Construct;389
9.3.2.1;20.2.1 Errors, Failures, and Mistakes in Foreign Language Teaching;389
9.3.2.2;20.2.2 The Sociolinguistic Perspective: Linguistic Variation as the Natural State of Languages;392
9.3.3;20.3 Development;394
9.3.3.1;20.3.1 Methodology;394
9.3.3.2;20.3.2 First Results;394
9.3.4;20.4 Final Considerations;398
9.3.5;References;400
10;Part V: Mistakes, Errors and Failure in Psychology, Therapy and Counselling;403
10.1;Chapter 21: Psychodynamic Therapy: A Cross-Cultural and Generational Failure;404
10.1.1;21.1 Introduction;405
10.1.2;21.2 A Brief Explanation of Key Points in Klein’s, Winnicott’s and Fairbairn’s Work Which Is Used in Psychodynamic Therapy;406
10.1.2.1;21.2.1 Melanie Klein;406
10.1.2.1.1;21.2.1.1 The ‘Paranoid-Schizoid’ and ‘Depressive’ Positions;406
10.1.2.2;21.2.2 Donald Fairbairn;407
10.1.2.2.1;21.2.2.1 The Object-Seeking Libido;407
10.1.2.2.2;21.2.2.2 Repression;408
10.1.2.2.3;21.2.2.3 The Spitting of the Ego;408
10.1.2.3;21.2.3 Donald Winnicott;408
10.1.2.3.1;21.2.3.1 The Holding Environment;409
10.1.2.3.2;21.2.3.2 The Transitional Object;409
10.1.2.3.3;21.2.3.3 True and False Self;409
10.1.3;21.3 African Collectivism;410
10.1.3.1;21.3.1 Collectivism Versus Individual Caregiving Systems;410
10.1.4;21.4 The ‘Cut and Paste’ Generation (Postmillennials);411
10.1.5;21.5 Two Case Studies: Failures in Psychodynamic Therapy;412
10.1.5.1;21.5.1 Thato;412
10.1.5.2;21.5.2 James;415
10.1.6;21.6 Conclusion;416
10.1.7;References;417
10.2;Chapter 22: Transcultural Sensitivity: A Way to Prevent Mistakes, Errors, and Failures in Psychotherapeutic and Psychiatric Treatment of Migrants;419
10.2.1;22.1 Introduction;420
10.2.2;22.2 Global Migration;420
10.2.2.1;22.2.1 The Power of the Migration Background;421
10.2.2.2;22.2.2 Mental Effects of Migration;422
10.2.2.3;22.2.3 The Issue of Differences in Expression, Comprehension, and Culture;423
10.2.2.4;22.2.4 Culturalization;425
10.2.2.5;22.2.5 Risk Factors for Migrants;425
10.2.3;22.3 Case Studies;426
10.2.3.1;22.3.1 Case Study 1 Treatment Errors in Practice;426
10.2.3.2;22.3.2 Potential Treatment Errors Regarding Trauma Patients;427
10.2.3.3;22.3.3 Case Study 2: Treatment Errors Regarding Trauma Patients;428
10.2.3.4;22.3.4 Stereotypes;429
10.2.3.5;22.3.5 Transcultural Sensitivity;429
10.2.4;22.4 The Göttinger Concept;431
10.2.5;22.5 Summary;432
10.2.6;References;433
10.3;Chapter 23: The Success and Failures of Michael Jackson. A Psychobiography Through the Lens of the Trickster Archetype;437
10.3.1;23.1 Introduction;438
10.3.2;23.2 Archetype Theory;439
10.3.2.1;23.2.1 The Trickster Archetype;439
10.3.3;23.3 Leadership, Leadership Stories, Success and Failure;441
10.3.4;23.4 Research Methodology;442
10.3.4.1;23.4.1 Sampling;442
10.3.4.2;23.4.2 Data Collection and Analysis;443
10.3.5;23.5 The Trickster Archetype in Michael Jackson’s Life;443
10.3.6;23.6 Acknowledging the Trickster in Michael Jackson’s Artistic Leadership: Success and Failure;450
10.3.7;23.7 Conclusions and Recommendations;451
10.3.8;References;452
10.4;Chapter 24: The Cognitive Bias in Cross-Cultural Design;456
10.4.1;24.1 Introduction;456
10.4.2;24.2 Cognitive Bias;457
10.4.2.1;24.2.1 The Type and Mechanism;457
10.4.2.2;24.2.2 The Connection with User-Centered Design;459
10.4.3;24.3 Cross-Cultural Influence in Human Cognition;459
10.4.3.1;24.3.1 Attention;460
10.4.3.2;24.3.2 Perception;461
10.4.3.3;24.3.3 Interpretation;461
10.4.3.4;24.3.4 Action Selection;462
10.4.4;24.4 Cross-Cultural Design;463
10.4.4.1;24.4.1 Appearance;463
10.4.4.2;24.4.2 Navigation;464
10.4.4.3;24.4.3 Metaphor;465
10.4.4.4;24.4.4 Mental Model;466
10.4.4.5;24.4.5 Interaction;467
10.4.5;24.5 Cross-Cultural Design Process Based on Cognitive Bias;467
10.4.5.1;24.5.1 The Consideration of Users’ Cognitive Bias in Design Processing;467
10.4.5.2;24.5.2 The Reduction of Designers’ Cognitive Bias in Design Processing;468
10.4.6;24.6 Conclusion;468
10.4.7;References;469
11;Part VI: Mistakes, Errors and Failure in Law, Justice and Crime;474
11.1;Chapter 25: Errors and Failures in Forensic Practice;475
11.1.1;25.1 Introduction;475
11.1.2;25.2 What Is “Forensic”?;476
11.1.3;25.3 What Is Error?;477
11.1.3.1;25.3.1 Practitioner Error;479
11.1.3.2;25.3.2 Instrument Error;480
11.1.3.3;25.3.3 Statistical Error;481
11.1.3.4;25.3.4 Method Error;481
11.1.4;25.4 Metacognition;482
11.1.5;25.5 Patternicity;484
11.1.5.1;25.5.1 Confirmation Bias;485
11.1.6;25.6 Improving Practice and Reducing Error;486
11.1.6.1;25.6.1 A Culture of Scientific Thinking;486
11.1.6.2;25.6.2 A Culture of Education and Training;487
11.1.6.3;25.6.3 A Culture of Evidence Not Belief;489
11.1.7;25.7 Error as a Resource;490
11.1.8;25.8 Conclusions;492
11.1.9;References;492
11.2;Chapter 26: Failures in Wildlife Crime Eradication and Strategies Forward;495
11.2.1;26.1 Introduction;495
11.2.2;26.2 Failures in Wildlife Crime Combat in Different National and Cultural Contexts;496
11.2.3;26.3 Strategies to Transform Failures in Combatting Wildlife Crime;501
11.2.3.1;26.3.1 International Level;503
11.2.3.2;26.3.2 National Level;505
11.2.3.3;26.3.3 Local Level;506
11.2.4;26.4 Conclusions;507
11.2.5;References;508
12;Part VII: Mistakes, Errors and Failure in Medicine;513
12.1;Chapter 27: Safety 3.0 and the End of the Superstar Clinician;514
12.1.1;27.1 The Ecosystem of Clinical Safety;515
12.1.1.1;27.1.1 Medicine as the Noble Profession;515
12.1.1.2;27.1.2 Challenged by Increasing Complexity of Care;516
12.1.1.3;27.1.3 Organizational Culture: An Important Context for Addressing and Improving Error Rates in Patient Care;516
12.1.2;27.2 The Safety Challenges of Modern Medicine;517
12.1.2.1;27.2.1 Safety Case Study: Cardiopulmonary Arrests and Avoidable Admissions to Critical Care;518
12.1.3;27.3 Frameworks for Continuous Systems Improvement;519
12.1.4;27.4 Safety of Complex Systems;520
12.1.4.1;27.4.1 Understanding Interdependencies;520
12.1.4.2;27.4.2 The Cynefin Framework as a Way to Understand and Manage the Terrain;521
12.1.4.3;27.4.3 Triple Modular Redundancy as a Technological Model for Working of Teams;523
12.1.5;27.5 How Patients Are Changing the  Safety Culture in Healthcare;525
12.1.5.1;27.5.1 Moving the Safety Focus from Clinicians to Patients;525
12.1.5.2;27.5.2 Self-Preservation as a Driver for Safety;525
12.1.5.3;27.5.3 Agency and Ownership Facilitating Change;525
12.1.5.4;27.5.4 Human Sensors and the Importance of a Personal ‘Normal’;526
12.1.5.5;27.5.5 Examples for Patient Powered Safety in Management of Chronic Illness;526
12.1.5.6;27.5.6 Patient Powered Safety Applications in Hospital;527
12.1.6;27.6 Building a Safety Culture Fit for Complex Challenges Through Distributive Networks: Safety 3.0;527
12.1.7;References;529
12.2;Chapter 28: Empowerment: Error Management Through Cultural Change in Medicine;535
12.2.1;28.1 From Research to Policy: Origins of Error Management in Medicine;535
12.2.2;28.2 A Successful Example: Saving 28,000 Lives;536
12.2.3;28.3 From Policy to Implementation: The Role of Empowerment;537
12.2.4;28.4 The Success of Checklists;538
12.2.5;28.5 Error Management and Communication Tools Used in Our Institution;540
12.2.6;28.6 The Role of Cultural Change: How to Implement;542
12.2.7;28.7 Reaching the Second Half of the Chessboard;543
12.2.8;References;544
12.3;Chapter 29: Humorous Handling of Mistakes: A Personality or Culture-Specific Trait to Combat Adverse Health Effects?;545
12.3.1;29.1 Introduction;546
12.3.2;29.2 Mistakes, Emotions and Stress;547
12.3.2.1;29.2.1 Mistakes and Errors in Daily Life;547
12.3.2.2;29.2.2 A Closer Look: The Connection of Mistakes and Emotions;548
12.3.2.3;29.2.3 Effects of Humour on Emotions and Stress;549
12.3.3;29.3 Coping Associated with Humour;550
12.3.3.1;29.3.1 Humour and Culture;551
12.3.3.2;29.3.2 Humour Embedded in Personality Traits;552
12.3.3.3;29.3.3 Humour and Coping: Empirical Evidence;553
12.3.3.4;29.3.4 Humour and Positive Psychology;555
12.3.4;29.4 Conclusion;556
12.3.5;References;556
13;Part VIII: Mistakes, Errors and Failure in Traffic and Aviation;561
13.1;Chapter 30: Mistakes, Errors and Failures: Their Hidden Potential in Cultural Contexts – The Power of a Professional Culture;562
13.1.1;30.1 Introduction;563
13.1.2;30.2 Identifying a Local Professional Culture;565
13.1.3;30.3 A Culture of Safety;568
13.1.4;30.4 Can an Organization Inculcate the Wrong Safety Culture?;568
13.1.5;30.5 Applying the “Just Culture” Construct to Encourage Error Reporting;569
13.1.6;30.6 Complexity of the System as a Factor in Making and Learning from Errors;570
13.1.7;30.7 Incident Reports;571
13.1.8;30.8 Counting Errors Is Not Enough;573
13.1.9;30.9 Self-Preservation May Deter Error Reporting;574
13.1.10;30.10 A Knowledge Management System Enabling Error Learning;575
13.1.11;30.11 So What Are the Benefits of an Error?;576
13.1.11.1;30.11.1 Emotional Labour of Error Reporting;577
13.1.11.2;30.11.2 Reporting Platform;578
13.1.11.3;30.11.3 Competing Demands;578
13.1.11.4;30.11.4 Incentives;579
13.1.12;30.12 Conclusion;580
13.1.13;References;581
13.2;Chapter 31: Leader Inquiry as a Method for Open Error Communication in Aviation and Beyond;584
13.2.1;31.1 Introduction;585
13.2.2;31.2 How Effective Is CRM Teamwork in Practice?;589
13.2.3;31.3 CRM: A Lot Has Been Achieved;590
13.2.4;31.4 What Comes First?;591
13.2.5;31.5 Ranks Are a Problem;593
13.2.6;31.6 Hierarchy Comes Before Safety;594
13.2.7;31.7 The Role of the Commander;594
13.2.8;31.8 Decision-Making;595
13.2.9;31.9 Emergencies;596
13.2.10;31.10 Aviation Culture;598
13.2.11;31.11 The Creative Problem-Solver;598
13.2.12;References;600
13.3;Chapter 32: Cultural Differences-Induced Mistakes in Driving Behaviour: An Opportunity to Improve Traffic Policy and Infrastructure;602
13.3.1;32.1 Introduction;602
13.3.2;32.2 Hofstede’s Dimensions of Culture and Their Impact on Driving Behaviour;603
13.3.3;32.3 Other Theories About Cultural Differences and Driving;605
13.3.4;32.4 Differences in Driving Behaviour Between Various Cultures;606
13.3.5;32.5 Driving Mistakes Related to the Traffic Environment;607
13.3.5.1;32.5.1 Driving Mistakes Because of the Incorrect Anticipation of People’s Behaviour;608
13.3.5.2;32.5.2 Driving Mistakes Because of Confusion About the Meaning of Traffic Signs;609
13.3.5.3;32.5.3 Driving Mistakes Because of Not Fulfilling Expectations of Others;610
13.3.6;32.6 How to Decrease the Mistakes Induced by Driving Culture Differences: Infrastructure Changes and New Policies;611
13.3.7;32.7 Conclusion;612
13.3.8;References;613
14;Epilogue: Errors, Mistakes and Failures in Anticipation of the Fourth Industrial Revolution;617
14.1;Error Scenario 1;618
14.2;Error Scenario 2;619
14.3;Error Scenario 3;619
14.4;Error Scenario 4;620
14.5;Error Scenario 5;621
14.6;Error Scenario 6;621
14.7;The Way Forward;622
15;References;623