Why and how you fail is more important than success.
We all know Silicon Valley’s mantra: fail fast, fail often. But when is it OK to fail in the real world?says it depends on how and why you fail. She’s an expert on psychological safety and the author of the book,In this episode, she explains the difference between good and bad types of failures. One has to do with experimentation, while the other is rooted in inattention or lack of training. Edmondson also explores the downsides of not experimenting enough because your team fears failure.
ADI IGNATIUS: So, I think the best thing you can say about failure is, if you have a culture that permits failure, that tolerates failure, it means you’re stretching, you’re pushing, you’re trying to innovate, you’re trying to do things that are difficult. And I think of that as part of the definition of what is a digital company. A digital company experiments frequently and tries and fails and is able to tolerate failure.
ADI IGNATIUS: Again, I’m Adi Ignatius, Editor of Harvard Business Review. My guest is Amy Edmondson from Harvard Business School. If you have questions for Amy, put them in the chat and we’ll try to get to some later. So, I don’t want to just talk about failure, but I do have a couple more questions. And you started to talk about, I guess– you didn’t use the term, but what a productive failure might look like.
ADI IGNATIUS: I want to shift gears a little bit and talk more generally about the workplace. Really, the question is, are we OK? You wrote a recent piece in Harvard Business Review that suggested maybe things are not so great.
ADI IGNATIUS: Yeah. I mean, you talked a second ago about trying to have a comprehensive policy and approach. That– I mean, if I heard you right, not dealing with people always uniquely individually. But that’s sort of the nature of management now. I mean, it seems to me that– and I think the pandemic contributed to that for a lot of people, but we’ve written about this. That suddenly, managers are expected to be, in addition to everything else, almost like psychiatrists.
ADI IGNATIUS: So, let’s go to some audience questions because we do we do have them coming in. We have a large and engaged audience, and so let’s hear what they have to say. So, here’s a question from Omar from Monterrey in Mexico. And the question is, what kind of metrics can be used to measure smart failures?
ADI IGNATIUS: Another question. This is from Don from Calgary in Canada. So, if it’s true that we learn acutely from mistakes, what are some ways to encourage permission from our leaders who may be risk-averse in their constitution?
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