Minimization of errors ​

During the problem-solving process, we often encounter errors - unplanned changes that agents "did not order" and/or should not have allowed "according to procedure". For example, a genetic mutation occurred during gene transfer. Or pilots did not follow the takeoff checklist "according to procedure", resulting in problems during takeoff.

Mistakes can be made at literally every stage of solving a problem. For instance, at the beginning, one may fail to realize that there is a problem that needs to be solved - or actively avoid this realization (ignore signals) because it will lead to a revision of the agent's self-perceptions. Choosing unrealistic affordances in advance is possible: "I want to become popular - I will become an Olympic champion, so what if I haven't been involved in sports since childhood and I am 35 years old". Selection of language for description and concepts can be erroneous: describing the problem in a way that makes it unsolvable. Problems can be identified and described, but then solved using an old method that did not yield results. For example, forming a habit of thinking in writing, literally forcing oneself to do it every time instead of using habit-setting methods.

Poor handling of necessary objects, inadequate communication of information about the operations and their goals, failure to evaluate progress in solving the problem are all possible mistakes. Research may not be conducted at all or insufficient attention may be given to source selection, analysis, synthesis, or solution assembly. In addition, it may not be assessed how well a specific agent can apply a particular practice in the proposed form and struggle with difficulties. For example, not thinking in writing because the cortex being used is inconvenient for the agent.

Another mistake is failing to keep the focus on the problem until it is solved, believing that the problem is "solved" after the initial actions are taken (the intention effect).

It may be challenging to maintain focus under load, i.e., during critical situations for the agent where it is difficult to concentrate and direct attention to the task. For instance, during high workload, the biological ability to focus sharply decreases, leading to the "tunnel effect". If the cortex is not utilized, there is a high risk of forgetting important details.

Another class of errors is related to conveying information about the problem-solving process. Failure to provide feedback on the quality and speed of obtaining work products, lack of informing the team about the changes that have occurred can hinder progress. Clear feedback is vital for promptly identifying and correcting errors, as well as increasing productivity and operating in a state of flow more often. Concealing errors and having a culture of punishment rather than correction will lead to a hidden increase in the number of errors and greater damage.

Finally, not taking enough rest is common. Either not restoring energy, for example, not getting enough sleep, not integrating micro-breaks with pauses between tasks, not choosing quality leisure activities on weekends, and not planning vacations. Or engaging in activities during rest that do not actually restore energy - "zoning out" on the phone/TV series. The more active your work is, the more active rest you need for proper recovery. Otherwise, an imbalance may occur: a constantly drained brain and a not very tired body or vice versa.

Will a particular error or series of errors become critical? It depends on the activity. In some activities, such as learning, the "strength limit" is high. In learning, more mistakes need to be made to practice coping with them in a safe environment where the stakes are low. In some scenarios, a few mistakes may be enough to have catastrophic consequences. For instance, aviation disasters usually result from a series of events where several errors, with serious consequences for passengers, the airline, and others, may have occurred. Therefore, it is essential to evaluate the consequences of errors. If some errors lead to unacceptable outcomes, it is appropriate to consider ways to hedge against the realization of the risk. Practices like Root Cause Analysis can be used to track errors, their causes, and consequences.

Admitting mistakes is difficult. However, acknowledging errors, gradually correcting them, and minimizing them allow for better results, leading to a high-quality problem-solving process.