The first time I attended a course on ISO 9001, the professor defined the term “Non-Conformity” as the failure to comply with some requirement expressed by the ISO 9001 standard itself, the documentation of the quality management system or the legislation applicable to the product or service.
It was therefore a matter of making the company aware of our breaches and keeping a record of them.
A few days after the implementation of the System, we were surprised by the few incidents that we reported in this regard and I wanted to consult it again with the teacher:
“We are not in Japan” – he told me – “Here it is difficult to recognize that something has been done wrong, even if it serves to rectify it… It will be up to you to inculcate it…”
In our culture we flee from mistakes, they disguise themselves, they hide themselves. There is nothing more ours than “squeezing the bag”, “slipping away” or that phrase by Chaplin: “To err is human, but to blame others is even more human”
Failure in our culture is still a taboo, the great enemy, something to hide. Other countries, on the other hand, take it as an added value. In selection processes in countries such as the United States, it is common to ask about failures when it comes to entrepreneurship, taking it for granted that every failure is a lesson.
My fellow psychologists define Resilience as the ability of human beings to adapt positively to adverse situations; And it is this ability to adapt that we must value positively when we manage talent.
Talented employees will make mistakes, identify problems and offer solutions, making pedagogical use of failure and coming out enriched by error. Fall, get up and re-hospitalize him.
Tom Watson, who was president of IBM, said “if you want to be successful, double your failure rate”… We will start by increasing Non-Conformities…
DANIEL POLO