Page 34 - Insurance Times March 2022

Savvy managers understand the risks of unbridled toughness. reinforce a culture that counteracts the blame game and
They know that their ability to find out about and help resolve makes people feel both comfortable with and responsible
problems depends on their ability to learn about them. But for surfacing and learning from failures. They should insist
most managers I’ve encountered in my research, teaching, that their organizations develop a clear understanding of
and consulting work are far more sensitive to a different risk— what happened—not of “who did it”—when things go
that an understanding response to failures will simply create wrong. This requires consistently reporting failures, small
a lax work environment in which mistakes multiply. and large; systematically analyzing them; and proactively
searching for opportunities to experiment.
This common worry should be replaced by a new paradigm—
one that recognizes the inevitability of failure in today’s
The reason: Those managers were thinking about failure the
complex work organizations. Those that catch, correct, and wrong way.
learn from failure before others do will succeed. Those that
wallow in the blame game will not.
References:
Conclusion X Sources: From Neil Hodge (is a U.K.-based journalist who
often covers risk management) Article in Risk
The wisdom of learning from failure is incontrovertible. Yet Management Magazine http://www.rmmagazine.com/
organizations that do it well are extraordinarily rare. This X Sources: Data extract from the article https://
gap is not due to a lack of commitment to learning.
medium.com/@ChunkaMui/how-kodak-failed
Managers in most enterprises genuinely wanted to help
their organizations learn from failures to improve future X Sources: A version of this article appeared in the April
2011 issue of Harvard Business Review. https://hbr.org/
performance. In some cases, they and their teams had
devoted many hours to after-action reviews, postmortems, 2011/04/strategies-for-learning-from-failure.
and the like. But time after time we see that these X Sources: https://economictimes.indiatimes.com/
industry/transportation/airlines-/-aviation/jetairways-
painstaking efforts led to no real change.
naresh-goyals
Building a Learning Culture: Only leaders can create and X Pictures: Dreamstime.com

Mr Parihar takes over charge as

new CRM, Oriental Insurance,

Jaipur RO

Shri Suraj Kumar Parihar has taken over the charge of Jaipur Regional Office of
Oriental Insurance Company Ltd. as a Chief Regional Manager.
Shri Suraj Kumar Parihar joined the General Insurance Industry in the year
1990 as an assistant in the Oriental Insurance Company Ltd. He became the
Regional Manager in the year 2019 and took over the charge of Chief Regional
manager office Vadodara of Oriental Insurance Company ltd.

Suraj Kumar Parihar Mr Parihar is customer centric and believes in providing fast and efficient
Chief Regional Manger customer service. He also motivates other service providers such as insurance
Oriental Insurance Company Ltd. surveyors, advocates and investigators to understand the problems of the
Jaipur Regional Office insured and provide timely service.
Mr Parihar is very dynamic and efficient task master and we hope under his
able leadership Oriental Insurance Company Jaipur Regional Office will reach to new heights.

34 The Insurance Times, March 2022