Error Management in Organizations from a Critical Rationalist Perspective

Abstract Critical rationalism emphasizes scrutiny and learning from errors as essential for advancing knowledge and human problem-solving. Learning from errors is also a major concern in error management with the aim of maximizing the positive effects of errors. Against this background, this paper explores the potential adoption of a critical rationalist perspective in error management. To this end, the paper examines whether error management is suitable for reflecting the major tenets of a critical rationalist perspective in problem-solving. The analysis reveals significant correspondences between error management and critical rationalism, including conceptualization and recognition of errors, and learning through trial and error. Moreover, the paper discusses contributions and challenges that adopting the “philosophical lens” of critical rationalism for error management may entail. The findings are relevant from various respects – in a more practical sense, for example, to take precautions that encourage organizational members’ critical attitude, to impede blaming, or to follow the concept of small losses, aligning with Popper’s piecemeal engineering. In a more conceptual sense, the discussion reveals that the innate dynamics of learning and unlearning that the critical rational perspective imposes may be a major issue not only for organizational members but also, by raising questions about the appropriate and acceptable levels of dynamics in organizations.