Failing Well: Using the Right Kind of Wrong!

Failure. It’s a word that stings like a paper cut and sticks like gum on the bottom of your shoe. But what if we told you that failure isn’t just something to avoid but something to use? Imagine going through life like a scientist in a lab, where each experiment is a step closer to a breakthrough. Sometimes, you get results that surprise you, and other times, the results fall short. But here’s the twist: even the ‘failed’ experiments are valuable. They aren’t dead ends; they’re stepping stones. Harvard Business School’s Amy Edmondson presents this radical idea in her insightful book ‘Right Kind of Wrong: The Science of Failing Well ‘, which explores the concept of intelligent failure and how it can lead us to greater innovation, growth, and success. Accepting failure empowers us, giving us the confidence to take risks and the control to turn mistakes into opportunities.

Failing well is the art of turning mistakes into opportunities. It’s about recognising that failure isn’t the end of the road but rather a detour that can lead to new insights. Edmondson argues that to fail well, we first need to see failure as an inevitable part of the learning and innovation process. Just as a toddler stumbles when learning to walk, so too do we when we push the boundaries in our professional and personal lives

Imagine you’re learning to ride a bike. You wobble, you fall, you scrape your knee. It’s painful, sure, but with each tumble, you learn. That’s the essence of what Edmondson calls ‘intelligent failure’ – failing in a way that propels you forward. This isn’t about celebrating every mistake but rather those that occur when you’re trying something new, something bold. It’s about gaining knowledge and insights from every failure, no matter how small, and using that knowledge to push yourself forward. This process of learning from failure is what makes us enlightened and knowledgeable, and it’s what helps us grow and succeed.

Edmondson categorises failures into three types: basic, complex, and intelligent. Basic failures are simple mistakes that can be avoided with proper training and protocols. Complex failures have multiple causes and occur in well-known settings. But intelligent failures are the “right kind of wrong” – they occur when we’re exploring new territory and trying to achieve a goal. These failures are crucial for innovation and progress. Intelligent failures are, therefore, like stepping stones in a stream; they help you cross turbulent waters, leading to discoveries and breakthroughs. They happen when you explore unknown territory, armed with research and a well-thought-out plan. While you may stumble, these failures offer invaluable lessons and insights that pave the way to success.

The fear of failure often feels like a heavyweight, dragging us down and preventing us from taking risks. Yet, as Edmondson argues, this fear is counterproductive. When we avoid failure at all costs, small issues fester and grow, like a tiny leak that eventually bursts a dam. In many organisational cultures, this fear leads to secrecy and blame, stifling innovation and growth.

But here’s the thing – failure is a natural part of the learning process. Think of it as pruning a tree: by cutting away what doesn’t work, you allow new, stronger branches to grow. Edmondson encourages us to create environments where people feel psychologically safe to fail, discuss their mistakes openly, and learn from them. When teams adopt this mindset, they not only prevent bigger problems but also drive continuous improvement.

Failing well is an art, and like any art form, it requires practice and the right mindset. Here’s how you can start:

  • Understand the Context: Not all failures are created equal. Some, like forgetting your umbrella on a rainy day, have minor consequences. Others, like mishandling a crucial project at work, can be more serious. Edmondson suggests developing “contextual awareness” – knowing when to relax and when to be vigilant. It’s like knowing when to play a game of chess with a friend and when you’re in a high-stakes tournament. The key is to approach each situation with the appropriate level of care.
  • Think in Systems: Sometimes, failure isn’t just about you. It’s about the larger system you’re a part of. Consider a sports team: if one player makes a mistake, it can affect the whole game. But if the team understands how to support each other and adjust, they can turn the situation around. This is “systems thinking” – seeing the bigger picture and understanding how each part of the system interacts. It’s about asking, “How does my role impact others, and what are the broader consequences of my actions?” For example, if you’re considering taking on a new project at work, systems thinking would involve considering how that project might impact your other responsibilities and the people around you.
  • Cultivate a Growth Mindset: Failure often triggers our brain’s “low road,” a quick, emotional response that can cloud our judgment. Instead, Edmondson advises taking the “high road” – pausing, reflecting, and approaching failure with curiosity rather than fear. Think of it like navigating through fog: slow down, use your headlights (reflection), and focus on the road ahead rather than panicking.
  • Create a Blame-Free Environment: In the workplace and life, it’s easy to point fingers when things go wrong. But blame is like poison; it creates a toxic environment where people hide their mistakes rather than learn from them. Instead, foster a culture of blameless reporting, where people feel safe sharing their failures and collaborating on finding solutions.

In the end, Edmondson’s message is clear: failure, when approached correctly, isn’t the enemy. It’s a teacher, a guide, and an essential part of the journey toward success. So, the next time you stumble, don’t see it as a setback. See it as an opportunity – a chance to fail forward, learn, and ultimately thrive.

After all, as James Joyce once said, “Mistakes are the portals of discovery.” So, let’s step through those portals and embrace the art of failing well.

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