Harvard Business School professor Amy Edmondson discusses the importance of failing well in business. She distinguishes between good and bad failures, emphasizing the value of experimentation and psychological safety. The podcast explores the challenges of not experimenting enough due to fear of failure, and the need for feedback and learning from mistakes to drive innovation.
Distinguishing between good and bad failures is crucial for fostering innovation through smart experiments in new territories.
Learning from mistakes in established processes and promoting psychological safety are essential for organizational growth and resilience.
Deep dives
Understanding Different Types of Failure
Amy Edmondson discusses the importance of distinguishing between good and bad failures. She highlights that one type of failure stems from experimentation, which is crucial for innovation, while the other results from inattention or lack of training. By differentiating between these two types of failures, organizations can foster a culture that embraces intelligent failures in new territories, enabling rapid learning and innovation.
Importance of Smart Experiments
Edmondson emphasizes the significance of smart experiments in driving organizational progress. She advocates for a proactive approach to experimentation, focusing on new territories aligned with the organization's goals, supported by well-researched hypotheses. Smart failures, resulting from these experiments, offer valuable insights that guide future actions and decisions, contributing to continuous learning and growth.
Learning from Failures in Known Territories
In areas of known territory where established processes exist, Edmondson highlights the need to learn from mistakes rather than failures. She distinguishes between errors that arise from deviations in known practices (mistakes) and failures that occur in new, uncharted territories. By conducting thorough post-mortems and analyzing failures in known territories, organizations can minimize the likelihood of repeated failures and enhance operational efficiency.
Fostering Psychological Safety and Learning Culture
Edmondson stresses the importance of psychological safety in encouraging feedback and learning from failures. She underscores the challenge of creating an environment where employees feel empowered to speak up about negative outcomes without fear of repercussions. By promoting openness, providing constructive feedback, and engaging in thorough post-failure analyses, leaders can cultivate a culture of learning, resilience, and continuous improvement within their teams.
We all know Silicon Valley’s mantra: fail fast, fail often. But when is it OK to fail in the real world?
Harvard Business School professor Amy Edmondson says it depends on how and why you fail. She’s an expert on psychological safety and the author of the book, Right Kind of Wrong: The Science of Failing Well.
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.
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