Consequences.
If the same type of error happens more often, regardless of the persons involved it really is time to look for the work circumstances. On the other hand, there could also be a case of "group-think" or a particular culture within the organisation that contributes to this situation.
What are you correcting
The most important thing you are correcting here is the fact that the organization has stopped learning. A one-time error is hard to avoid, but running into the same problem time and again is unnecessary and the solution is within the control of the organization itself. You want to find the pattern, and correct that.
If more people are making the same errors, first thing to do is check the circumstances of the work for clarity, distractions, etc. Assuming this is okay, the team could use refreshers on how to recognize circumstances that may lead to slips/lapses or are specially inviting mistakes. Also, check for shared thoughtpatterns and beliefs that may lead to this situation. A culture of "Rules are there to be broken" for example.
How are you correcting:
Find the pattern. This is not about an individual, but about the whole organization that leaves a pattern in place leading to known risks! Involve everybody by making it safe to look at their role in the whole process, asking the question "what is really going on here" and "what makes that time and again we get back into this situation".
There are also things that keep this pattern in place. That may be at the individual level ("I do not want to change") or at the organizational level ("Well, if we are going to change that it will required a significant investment in resources and I do not want to be the one that puts that on the agenda"). Be brave in putting the problems on the table!
The manager of this team should have recognized this situation and taken appropriate corrective actions. If not, manager’s abilities to find out these negative trends earlier need refresher training. How is the manager handling the team? Check the manager – workforce relationship and management style.
The controller misjudged the situation which led to a separation minimum infringement. The radar systems issued a warning to the controller to alert him of the impeding confict. The controller can then correct the situation.
The aircraft was on final approach. The left radio altimeter was defect and the crew was aware of this. They had decided that the approach would be flown on the right autopilot, probably assuming this would isolate the aircraft from the faulty left radioaltimeter. The crew did not understand that the autothrottle system is always connected to the left radio altimeter, even when the right autoflight system is selected.
The controller gave a crossing clearance to a tow truck, forgetting he had also cleared an aircraft to land. The work of an air traffic controller is very much dependent on the mental gymnastics of his or her brain. Although forgetting a clearance might seem elementary, the consequences can be devastating! This incident could have ended dramtically, were it not for the fact that the pilot of the approaching aircraft saw the tow crossing the runway and performed a missed approach, or go-around. Another safety barrier in the aviation chain worked as planned.
The captain pressed the radio switch for the ATC instead of the cabin address system. The Air Traffic Controller was hearing the captain making a fairly standard speech to the passengers. After the announcement, the controller simply said: 'you are still on my frequency, sir". The captain did not respond. Probably he was wondering what he had done, realized it, corrected his error by pressing the right switch, and made his address again - this time to the passengers!
An obstetrician in training was the highest medical doctor during a baby delivery. During the labor of the mother, this trainee monitored the CTG to assess the condition of the unborn. A CTG is notoriously difficult to interpret. She had the impression that the baby was doing okay. As it turned out, it was not and the baby died.