{"id":39285,"date":"2026-04-15T10:31:38","date_gmt":"2026-04-15T10:31:38","guid":{"rendered":"https:\/\/www.dealing.es\/?p=39285"},"modified":"2026-04-15T10:33:39","modified_gmt":"2026-04-15T10:33:39","slug":"tolerar-el-error-no-es-aceptar-la-incompetencia","status":"publish","type":"post","link":"https:\/\/www.dealing.es\/en\/tolerar-el-error-no-es-aceptar-la-incompetencia\/","title":{"rendered":"Tolerar el error no es aceptar la incompetencia"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"39285\" class=\"elementor elementor-39285\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-ab8441d elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"ab8441d\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-2eba035\" data-id=\"2eba035\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-86f154b elementor-widget elementor-widget-html\" data-id=\"86f154b\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"html.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<p>Cada vez que hablamos de tolerancia al error en una sesi\u00f3n con m\u00e1nager y directivos, aparece la misma reacci\u00f3n: \u201cS\u00ed, pero cuidado\u2026 que tampoco todo vale.\u201d<\/p>\r\n<p>Y tienen raz\u00f3n. Porque aqu\u00ed est\u00e1 el matiz clave que muchos no saben gestionar: <strong>liderar con tolerancia al error no significa tolerar la incompetencia. <\/strong><\/p>\r\n<p>El error es inherente a cualquier entorno donde hay innovaci\u00f3n, toma de decisiones o incertidumbre. La incompetencia, en cambio, tiene otro origen: falta de rigor, ausencia de preparaci\u00f3n, desprecio por los procesos o, en el peor de los casos, falta de compromiso.<\/p>\r\n<p>Confundir ambos conceptos es letal. Porque <strong>si penalizas el error, eliminas la iniciativa. <\/strong><\/strong>Y un equipo sin iniciativa o sin confianza\u2026 deja de ser equipo.<\/p>\r\n\r\n<h4>\u00bfPor qu\u00e9 nos cuesta tanto gestionar bien el error?<\/h4>\r\n<p>La respuesta no est\u00e1 en los procedimientos. Est\u00e1 en la psicolog\u00eda. Como m\u00e1nager, el error de tu equipo te expone ante tu jefe, tus pares y ante ti mismo.\r\nY eso activa mecanismos muy humanos relacionados con la defensa, el control y la evitaci\u00f3n.<\/p>\r\n<p>El problema es que, cuando lideras desde ah\u00ed, sin darte cuenta env\u00edas un mensaje muy claro: \u201cAqu\u00ed es m\u00e1s importante no equivocarse que aprender.\u201d <\/p>\r\n<p>Y ese mensaje tiene consecuencias inmediatas porque se reduce la transparencia, aumenta la ocultaci\u00f3n, desaparece la iniciativa y se dispara el \u201chacer lo m\u00ednimo necesario\u201d. Justo lo contrario de lo que cualquier organizaci\u00f3n necesita. <\/p>\r\n\r\n<p>At <strong>Dealing with People<\/strong> trabajamos este tema desde una premisa muy sencilla, pero profundamente inc\u00f3moda: <strong>El error no es un problema individual, es un s\u00edntoma sist\u00e9mico. <\/strong><\/p>\r\n<p>Cuando algo falla, la pregunta no es: \u201c\u00bfQui\u00e9n lo ha hecho mal?\u201d<br>\r\nLa pregunta es: \u201c\u00bfQu\u00e9 ha pasado para que esto ocurra?\u201d <\/p>\r\n<p>Este cambio de enfoque no es sem\u00e1ntico. Es estructural. Porque desplaza la conversaci\u00f3n: <\/p>\r\n<ul>\r\n<li>de la culpa \u2192 al an\u00e1lisis <\/li>\r\n<li>de la reacci\u00f3n \u2192 al aprendizaje <\/li>\r\n<li>del pasado \u2192 al futuro <\/li>\r\n<\/ul>\r\n<p>Y eso permite algo fundamental: <strong>aprender sin romper la relaci\u00f3n. <\/strong><\/p>\r\n\r\n<h4>\u00bfC\u00f3mo lo trabajamos?<\/h4>\r\n<p>Uno de los grandes errores en este \u00e1mbito es quedarse en el discurso: \u201cTenemos que aprender de los errores.\u201d Muy bien. \u00bfC\u00f3mo? <\/p>\r\n<p>Ah\u00ed es donde entra nuestro enfoque metodol\u00f3gico. <\/p>\r\n<p>No trabajamos el error como una conversaci\u00f3n puntual, sino como un proceso estructurado. Un sistema que permite convertir cualquier fallo en aprendizaje organizativo. <\/p>\r\n<p>Un ejemplo claro es el <strong>modelo S.O.M.A., <\/strong>que utilizamos para ordenar el an\u00e1lisis: <\/p>\r\n<ul>\r\n<li><strong>Situaci\u00f3n<\/strong> \u2192 qu\u00e9 ha pasado realmente (sin adornos) <\/li>\r\n<li><strong>Objetivar<\/strong> \u2192 separar hechos de interpretaciones <\/li>\r\n<li><strong>Movimiento <\/strong>\u2192 definir acciones correctivas viables <\/li>\r\n<li><strong>Aprendizaje <\/strong>\u2192 extraer lecciones transferibles <\/li>\r\n<\/ul>\r\n<p>La clave no est\u00e1 en el modelo en s\u00ed. Est\u00e1 en lo que provoca: obliga a pensar antes de reaccionar. Y eso, en entornos de presi\u00f3n, ya es una ventaja competitiva. <\/p>\r\n\r\n<p>Otro de los pilares fundamentales es trabajar la seguridad psicol\u00f3gica. Pero, de nuevo, con matices. Porque muchas organizaciones han interpretado mal este concepto y lo han llevado a un terreno peligroso, es decir, a evitar conversaciones inc\u00f3modas, rebajar est\u00e1ndares y confundir respeto con permisividad. <\/p>\r\n<p>La seguridad psicol\u00f3gica no es eso. <\/p>\r\n<p>Es <strong>crear un entorno donde se pueda hablar con honestidad\u2026 sin renunciar a la exigencia sobre los resultados. <\/strong><\/p>\r\n<p>De hecho, los equipos de alto rendimiento combinan dos elementos aparentemente contradictorios: <\/p>\r\n<ul>\r\n<li><strong>alta seguridad<\/strong> para hablar <\/li>\r\n<li><strong>alta exigencia <\/strong>para ejecutar <\/li>\r\n<\/ul>\r\n<p>Cuando falta uno de los dos, el sistema se rompe. <\/p>\r\n\r\n<h4>El momento cr\u00edtico: qu\u00e9 haces justo despu\u00e9s del error<\/h4>\r\n<p>No es el error lo que define tu liderazgo. Es lo que haces en los siguientes cinco minutos. Ah\u00ed se juega todo. <\/p>\r\n<p>Un l\u00edder que: <\/p>\r\n<ul>\r\n<li>interroga \u2192 genera <strong>miedo <\/strong><\/li>\r\n<li>evita \u2192 genera <strong>ambig\u00fcedad <\/strong><\/li>\r\n<li>sobreprotege \u2192 genera <strong>dependencia <\/strong><\/li>\r\n<\/ul>\r\n<p>Pero un l\u00edder que escucha, pregunta, estructura y orienta\u2026 genera aprendizaje.<br>\r\nPor eso trabajamos modelos conversacionales espec\u00edficos (como <strong>R.E.P.A.R.A. <\/strong>) que ayudan a sostener ese momento sin caer en los extremos habituales: ni juicio, ni complacencia. <\/p>\r\n\r\n<h4>La verdadera ventaja competitiva<\/h4>\r\n<p>En entornos estables, minimizar el error puede ser una estrategia v\u00e1lida. En entornos complejos, es una ilusi\u00f3n.<\/p>\r\n<p>Hoy la ventaja no est\u00e1 en evitar errores. Est\u00e1 en <strong>aprender m\u00e1s r\u00e1pido que los dem\u00e1s. <\/strong>Y eso solo ocurre en organizaciones donde la gente habla, los errores se analizan, las decisiones se revisan y el aprendizaje se sistematiza. Lo dem\u00e1s es maquillaje. <\/p>\r\n\r\n<p>More information <a href=\"https:\/\/www.dealing.es\/en\/our-solutions\/tolerancia-al-error-lte\/\">aqu\u00ed.<\/a> <\/p>\r\n\r\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-faf19f5 elementor-widget elementor-widget-html\" data-id=\"faf19f5\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"html.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<style> h2 {font-size: 25px !important; \nline-height: 25px} \n\nli {color: black}\nh4 {margin-top: 30px}\n<\/style>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"<p>Cada vez que hablamos de tolerancia al error en una sesi\u00f3n con m\u00e1nager y directivos, aparece la misma reacci\u00f3n: \u201cS\u00ed,..<\/p>","protected":false},"author":1,"featured_media":39286,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[27,29],"tags":[],"class_list":["post-39285","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-coaching","category-liderazgo"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - 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