The expert spoke about the impact of mistakes on the development of companies

Almost half of the employees are afraid of failures and prefer to hide the fact of error, which directly affects the quality of solutions and the speed of development of companies. Yuri Voloshin, Bitrix24's product director, told Izvestia on February 22.

According to him, in an environment where failures are perceived as unacceptable, employees strive to minimize personal risk. They are less likely to offer new solutions, act strictly within the framework of instructions, and managerial decisions are concentrated at the top level. As a result, the team is limited to the role of an executive, which reduces initiative and innovation.

Voloshin noted that it is at the moment of an error that the brain proceeds to analyze the situation and form new neural connections. This process increases the accuracy of subsequent decisions and determines the trajectory of professional growth. At the company level, the effect depends on the management environment and practices that are consolidated in the work of the teams.

"The ban on mistakes and low psychological security distort the real picture of what is happening. Employees are less likely to report failures and doubts, which increases the cost of mistakes and reduces the quality of management decisions. Even large technology companies are not immune to this: the scale and speed of change make complete error—free impossible," the expert explained.

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In his opinion, the key factor is not the attempt to eliminate failures, but the ability to quickly turn them into improvements. The culture of mistakes involves analyzing problems as a consequence of processes, rather than personal mistakes. This reduces the time between an incident and a conclusion, reduces the repeatability of situations, and makes learning a part of daily work.

Voloshin noted that companies use management tools for this purpose — retrospectives, incident analysis without blame, and fixing conclusions in the corporate knowledge base. This approach allows you to form a "corporate memory" and not start the analysis from scratch for similar tasks.

The expert assigns a special role to the manager. His reaction to bad news, willingness to publicly admit his own mistakes and support the initiatives of employees form the level of psychological security. If problems are discussed openly and without personal accusations, the team learns faster and adapts to changes.

According to Voloshin, companies that consider error as part of professional growth receive a more stable management system and a more competitive product.

Anton Kotyakov, Minister of Labor and Social Protection, on Tuesday, February 10, spoke about a federal program designed to help graduates of schools and universities find a job in their specialty, rather than entering the delivery industry. According to him, couriers do have a good income, but it is necessary to reverse the trend of graduates entering this profession.

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