WORKPLACE COLLABORATION
THE FACETS OF FAILURE
Remember the defi nition of insanity? Doing the same thing over and over again and expecting a diff erent result. The key words are “the same thing”. Let me ask you to try something: Stop and think a minute on the word “failure”. What is your immediate reaction – mentally, physically and emotionally? Now ask your team members to do the same thing. What is their reaction? More importantly, watch how they respond – is their head down? Are they proud or ashamed (of their failures)? Do they make excuses and/or rationalize their failures, their mistakes? Do they diff erentiate between the word ‘failure’ and their own failures? Think of a runner who, in practice,
trips and falls. Do they immediately begin running or do they analyze
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and assess what they did incorrectly? Notice I specifi ed “in practice”. To learn from your failures – or your mistakes – you need to analyze all factors, including: • Your mental models (assumptions, habits, perceptions and actions)
• How you interacted with others, and they with you • The situation.
NOT A SOLO EVENT Failure does not happen as a stand- alone event. Much like “human error” (which can be considered failure) needs the Swiss Cheese holes to line up, failure can be broken down into segments. We will discuss four common failure aspects; then next issue we will address some of the less thought of facets of failure.
HOW MANY DIFFERENT TYPES AFFECT YOUR DEPARTMENT?
BY DR. SHARI FRISINGER
WE’VE ALL HEARD THE STORIES OF ABRAHAM LINCOLN’S FAILURES (DEFEATED FOR ELECTED OFFICE SIX TIMES, FAILED IN BUSINESS, REJECTED FOR LAND OFFICER), AND HOW THOMAS EDISON ‘DISCOVERED’ 10,000 WAYS THAT A LIGHT BULB WILL NOT WORK. I’M SURE WITHOUT MUCH THOUGHT YOU CAN COME UP WITH COUNTLESS OTHER INSTANCES OF FAILURE — AS IF TO SAY “IT’S OK, IT HAPPENS TO ALL OF US” AND FOLLOWED WITH “WHAT’S IMPORTANT IS THAT YOU TRY AGAIN”, OR “YOU NEED TO GET BACK ON THAT HORSE!”. SOUNDS LIKE GOOD ADVICE – AND MANY OF US IMMEDIATELY TRY AGAIN. THEREIN LIES THE PROBLEM.
SITUATION: Quit and cut your losses Many people and teams will continue working on a project simply because by the time they realize it won’t provide the result they originally anticipated, they believe they have too much invested in it, or they fear loss of respect if they change their mind. As a result, they carry on with the original idea and timeline – otherwise known as ‘saving face’. Sticking with an average – or even below average – idea simply because of pride, ego, or time and/ or money involved is failing to quit and cut your losses, and move on to a more productive project. It’s also an example of failing to do the necessary homework or research, or to prepare in enough detail in advance. Question to ask yourself: If I knew then what
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