In the last step, as we said, we found the corrections.
The corrections must be more direct and immediate
than an improvement feedback,
due to the special nature of what we want to change.
If we have to stop the work at the moment and make a correction,
it's because we are in one of the following cases.
First, the person we have corrected would be carrying out unsafe behaviors,
whether deliberately or not, both for him or herself,
for the installation or even for the team.
The second case where we also make corrections,
is when the person is not meeting the expectations defined
by the organization, even if this doesn't imply any danger.
And also, remember the traffic lights.
To make the corrections, we will use everything we have learned,
both in the feedback and in the difficult conversations,
in terms of securing the situation, addressing the person by his or her name.
But the difference here is that we must intervene at the very moment,
when the behavior is taking place.
Again, we have to refer always to the behaviors.
Remember the green light.
So, we will stop the activity, ask if the interlocutor knows
why we have stopped.
Ask about the reason.
You can say the goal, remember the GROW.
We will describe the facts we've seen. Behaviors.
Go to the behaviors.
We will explain the possible consequences
and make the request for the future change.
Ok, there is an option. We are not asking,
but we can say this is the option part.
And in this case, yeah...
...in this case, being all a bit more sudden,
we must be assertive, taking care of what we say,
but never ceasing to convey the message and its importance.
So, we will explain the possible consequences
and make a request for the future,
for change.
So, with this part, we can say we know everything we need
to start with a good and save dialogue.