Fixing errors is costly.
Removing error causes is an investment
The Error Causes and Root Causes Audit in the Work Organisation© assesses 84 specific error causes on three levels of depth – from visible actions through leadership inputs to the organisation’s undercurrent. The result is not a list of errors but a prioritised development map.
- 84
- error causes
- 11
- error groups
- 3
- cause levels
- 2
- weeks’ turnaround
For work organisations of more than 49 people
What do we count as an error?
The audit does not collect slips. The definition is narrow and strict – which is what makes the final list actionable.
- 1×
One-off error
Not an error but the starting point for development. Learning is still happening here.
- 2×
Second error
A warning to develop. It shows that the lesson has not sunk in.
- 3×
Recurring error
This is what the audit measures. What we have already done at least three times – and for which we pay the price of the negative deviation.
Three levels, 84 named error causes
Most organisational error analyses stop at the top level. This audit also shows the distribution: if the weight lies in the undercurrent, process regulation alone will not take hold.
Direct causes
Actions – mental, verbal, physical
- 31
- error causes
- 4
- error groups
What an employee does or does not do. This is what you see first, and the usual territory of fixing errors – but on its own it is only a symptom.
Indirect causes
Leadership and owner inputs
- 23
- error causes
- 5
- error groups
Expectations, rules, tools, competences, vision. What the organisation gives – or does not give – to the work.
Root causes
Undercurrent
- 30
- error causes
- 2
- error groups
Mental state and attitude. This is where it is decided whether measures taken on the two levels above will take hold at all.
11 error groups, laid open
Nothing is hidden: below are the exact names of the error causes measured, by group. Click a group to expand it.
1Faulty thinking processesDirect cause11 causes
- Lack or insufficient degree of conscious thinking
- Lack of proposals
- Wrong proposals
- Lack of decisions
- Wrong decisions
- Unfounded claims that are mere guesses
- Lack of measurement: no deliberate gathering of information
- Faulty measurement
- Information not processed (lack of analysis)
- Misinterpretation of information, faulty analysis
- Wrong conclusions
2Faulty execution of work processesDirect cause15 causes
[names of the group’s 15 error causes – data from DFT]
3Communication processesDirect cause3 causes
[names of the group’s 3 error causes – data from DFT]
4PrioritisationDirect cause2 causes
[names of the group’s 2 error causes – data from DFT]
5Clarifying expectationsIndirect cause5 causes
[names of the group’s 5 error causes – data from DFT]
6Rules, standardsIndirect cause4 causes
[names of the group’s 4 error causes – data from DFT]
7ToolsIndirect cause3 causes
[names of the group’s 3 error causes – data from DFT]
8CompetencesIndirect cause2 causes
[names of the group’s 2 error causes – data from DFT]
9Vision, mission, valuesIndirect cause9 causes
[names of the group’s 9 error causes – data from DFT]
10Mental causesRoot cause12 causes
[names of the group’s 12 error causes – data from DFT]
11Attitude, mentality, values and value systemRoot cause18 causes
[names of the group’s 18 error causes – data from DFT]
Not yes/no. Weight
Each relevant error cause receives two estimates, and these make up the ranking. A third number shows how certain the respondent is – in the report, this indicates how reliable the finding is.
Two depths
Essentials: at the level of the 11 error groups – quick, and can also be run within the management team.
In detail: broken down into all 84 error causes – this provides the real development map.
Three perspectives
Respondents assess themselves, optionally their own group, and the work organisation as a whole. The gap between the three views is a diagnosis in itself: where the gap is wide, the issue is the visibility of the problem, not the problem itself.
This is the picture you receive
The charts below show the structure of the report, with sample data.
View the sample report- 1Expectations not clarified
- 2Lack of control points
- 3No measurement in work processes…
- 4Lack of ownership
- 5Lack of communication
- 6Processes not planned
- 7Wrong prioritisation
- 8Insufficient collaboration
- 9Stress, tension level
- 10Rules ignored…
- 11Tools used incorrectly
- 12Competence gaps
Weight = importance × frequency. Sample data. The structure of the charts above is real; the numbers in them are for illustration. [figures for the sample charts – data from DFT]
Respondent and client receive different things
Respondents see only their own results. The client’s audit report is aggregated and anonymous.
Respondent analysis
- Your own results
- Comparison with the average
- Ranking of error groups
- Ranking of error causes
- Analysis of direct error causes
- Analysis of indirect error causes
- Analysis of root causes
- Evaluation and advice
Client audit report
- Aggregated ranking of error groups
- Aggregated ranking of error causes
- Aggregated analysis of direct error causes
- Aggregated analysis of indirect error causes
- Aggregated analysis of root causes
- Gap between self-assessments and the assessment of the work organisation
- Optional breakdown by group
- Evaluation, recommendations, development focus areas
Who is it for?
The audit gives a meaningful picture when the sample is large enough and there is something to compare it with.
- Organisations of more than 49 people where most roles are office-based, or with at least 50 office employees.
- Companies and the public sector alike.
- The client is typically the managing director or the HR manager.
- The analysis is ready within 2 weeks of the close of completions.
- Format: an audit report – 1 client report and 1 individual analysis per respondent.
Modular by design
Completion and analysis are the basis; the presentation and the strategy are separate modules.
| Test completions | HUF 8,000 / respondentminimum HUF 240,000 |
|---|---|
| Analyses | HUF 370,000 + VAT |
| Presentation, evaluation of results, consulting | HUF 370,000 + VAT |
| Error-prevention and development strategy | HUF 370,000 + VAToptional |
Related Job on the training programmes
- The productive power of errors, analysing error causes2 days / max. 20 peopleHUF 760,000 + VAT
- Creating an error-prevention code2 days / max. 20 peopleHUF 760,000 + VAT
- Creating a development concept2 days / max. 20 peopleHUF 760,000 + VAT
The two comprehensive analyses
Let’s find where the weight lies in your organisation
In a short consultation we clarify the headcount, the group of respondents and the depth, and you receive an exact quote.
Error Causes and Root Causes Audit in the Work Organisation© · Author: Csikesz Tamás dr. · Standardiser: Csikesz Tamás · Version 1.0, 2026 · The methodology is the intellectual property of DFT-Hungária Zrt.