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In their pursuit of heightened productivity, organizations are leaving little room for failure. However, failures are an inevitable part of the innovation process and often serve as a precursor to breakthroughs. By solely focusing on productivity, organizations may be missing out on valuable opportunities for innovation that could propel them forward. In the worst-case scenarios, a failure-adverse climate can lead employees to hide concerns or problems, which can lead to potentially catastrophic issues. Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School and author of "Right Kind of Wrong: The Science of Failing Well," shares her expertise on the Talent Angle podcast, offering insights on how organizations should shift their mindset toward failure and embrace it as a catalyst for growth and improvement. Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is a management scholar best known for her research on psychological safety and team learning. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked No. 1 in 2021 and 2023. She is the author of eight books, including her most recent book, Right Kind of Wrong: The Science of Failing Well, and more than 100 academic articles. Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives' most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.
Adrienne is digging into the Power Hour archives and today's episode comes from 2023. dAmy Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School. Renowned for her world-leading research into the concept of psychological safety, Edmondson has been named by Thinkers50 as the most influential management thinker in the world.In her new book, Right Kind of Wrong, Amy Edmondson - the world's most influential organisational psychologist - reveals how we get failure wrong, and how to get it right. She draws on a lifetime's research into the science of 'psychological safety' to show that the most successful cultures are those in which you can fail openly, without your mistakes being held against you.She introduces the three archetypes of failure - simple, complex and intelligent - and explains how to harness the revolutionary potential of the good ones (and eliminate the bad). And she tells vivid stories ranging from the history of open heart surgery to the Columbia Space Shuttle disaster, all to ask a simple, provocative question: What if it is only by learning to fail that we can hope to truly succeed? Hosted on Acast. See acast.com/privacy for more information.
In this Special Edition of The Core Report, financial journalist Govindraj Ethiraj engages with Professor Rajendra Srivastava, former Dean of the Indian School of Business (ISB) and the Novartis Professor of Marketing strategy and Innovation, to dissect India's evolving business landscape and its implications for economic growth. The episode critiques the Indian business' focus on short-term profitability over long-term investments in product design, supply chain networks, and branding—a mindset that hinders India's competitive edge. Drawing parallels with global leaders like Tesla and Meta, the discussion illustrates how Indian companies can learn from these examples to build sustainable growth strategies.With Maruti as an example of ecosystem-driven success, Professor Srivastava underscores the need to harness India's human capital and technological potential. The conversation also unpacks how the Indian diaspora and Global Capability Centers (GCCs) are reshaping the talent landscape, positioning India as a hub for design and engineering excellence. (00:00) The Challenge of Short-Term Profit Focus (02:30) Resilience and Immunity in Business Growth (05:00) The Ambassador Car's Legacy (07:00) Leveraging Indian Human Capital and Technology (09:00) Looking Ahead to 2025: Challenges and Opportunities (11:00) The Impact of Global Trade and Tariffs (13:00) Indian Diaspora's Role in Economic Growth (16:00) The Service Industry as an Export Sector (19:00) GCCs and Talent Retention in India (22:00) The Growth of Engineering and Design in India (25:00) Economic Value of India's GCCs (28:00) Impact of Visa Restrictions on India's Growth (30:00) India's Economic Outlook: Opportunities and Strategic Focus (35:16) Global Trade Dynamics and U.S. Tariff Strategies (37:00) Education Expenditure: A Key Outflow to the U.S. (39:00) The Role of GCCs in India's Future Economic Growth (41:00) Innovation and Talent Retention in India's Tech Sector (42:00) Closing Remarks and Reflections Listeners! We await your feedback.... The Core and The Core Report is ad supported and FREE for all readers and listeners. Write in to shiva@thecore.in for sponsorships and brand studio requirements. For more of our coverage check out thecore.in Join and Interact anonymously on our whatsapp channel Subscribe to our Newsletter Follow us on: Twitter | Instagram | Facebook | Linkedin | Youtube
In 2024, expert guests joined the Gartner Talent Angle to share their advice on the trickiest apsects of leadership that are critical to success in the modern world of work: uncertainty, conflict and failure. Nathan Furr and Susasannhah Harmon Furr detail how organizations can navigate uncertainty to drive transformation and innovation. Amy Gallo shows how leaders can effectively manage conflicts and transform them into productive dialogues within their organization. Amy Emondson offers insights on how organizations can shift their mindset toward failure and embrace it as a catalyst for growth and improvement. Nathan Furr is a professor of strategy at INSEAD, where he teaches innovation and technology strategy. Nathan earned his doctorate from the Stanford Technology Ventures Program (STVP) at Stanford University and has written five books and more than 70 articles on innovation, technology, and transformation. Susannah Harmon Furr is a designer and art historian, and has founded a women's clothing line inspired by her research. She is currently creating a hope accelerator in Normandy, France, to teach regenerative ecosystems and transformation for individuals and families. Susannah and Nathan Furr are co-authors of “The Upside of Uncertainty” (HBR Press, July 2022). Amy Gallo is a workplace expert who writes and speaks about gender, interpersonal dynamics, and difficult conversations. She's the best-selling author of “Getting Along: How to Work with Anyone (Even Difficult People)” and the “HBR Guide to Dealing with Conflict,” as well as hundreds of articles for Harvard Business Review. For the past five years, Amy has co-hosted HBR's popular Women at Work podcast, which examines the struggles and successes of women in the workplace. Her advice has been featured in the New York Times, Wall Street Journal, Fast Company, BBC, and NPR. Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is a management scholar best known for her research on psychological safety and team learning. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked No. 1 in 2021 and 2023. She is the author of eight books, including her most recent book, Right Kind of Wrong: The Science of Failing Well, and more than 100 academic articles.
Leadership in 2024 was challenging, and 2025 promises to be even more demanding. With economic pressures, hybrid work complexities, and the rapid rise of AI, the expectations for leaders have never been higher. But the good news is we've packed the best leadership advice from 2024 into one powerhouse episode, giving you the tools to thrive in the year ahead. In this episode, Guy Kawasaki, Author & Chief Evangelist at Canva, kicks things off by sharing how a growth mindset and resilience can help leaders tackle challenges head-on and turn them into opportunities. Dr. Amy Edmondson, Novartis Professor of Leadership & Management, reveals why creating psychological safety and embracing “intelligent failures” is the key to innovation and team trust. Finally, John R. Miles, Founder & CEO of PASSION STRUCK, wraps it up with his next-level framework for mindset and behavior shifts, showing leaders how to unlock intrinsic motivation and lead with intention. Get all the insights you need to lead with confidence, inspire your team, and make 2025 your breakthrough year. ________________ Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: https://greatleadership.substack.com/
The Parlor Room's second season kicks off with Harvard Business School Professor Amy Edmondson. In this episode, she sits down with host Chris Linnane to delve into the concept of "teaming" and how organizations can foster it successfully through clear communication, psychological safety, and intelligent failure. GUEST Amy Edmondson, CLIMB Faculty Chair, Novartis Professor of Leadership and Management RESOURCES Credential of Leadership, Impact, and Management in Business (CLIMB) program, HBS Online's most comprehensive offering featuring Edmondson's Dynamic Teaming course (https://hbs.me/2p9c3mvf) Professor Edmondson's books (https://hbs.me/yjcw5e7v) Related HBS Online blog posts: CLIMB Program Q&A With HBS Professor and Faculty Chair Amy Edmondson (https://hbs.me/4dnne2ct) CORe vs. CLIMB: Which HBS Online Credential Program Is Right for You? (https://hbs.me/b25beasp) What Is Dynamic Teaming & Why Is It Important? (https://hbs.me/2p8khvn5) How To Build a Psychologically Safe Workplace (https://hbs.me/yp7t66h5) 4 Characteristics of an Effective Team (https://hbs.me/cfjjprmh) Watch this episode on YouTube: https://hbs.me/yc5bbcj9
“Psychological safety is the belief that you can speak up without fear of humiliation or punishment. It's essentially an environment where candor is expected. It's not comfortable, it's not easy, and it's not an environment free from negative feedback. It's a learning environment, and it's being misused,” says Amy Edmondson, Novartis Professor at Harvard Business School. This week, Amy joins Alex Raymond to discuss how creating psychological safety within a team enables risk-taking, learning from mistakes, and driving entrepreneurial success. What does it mean to foster psychological safety? Amy introduces the idea of intelligent failures—those critical moments where mistakes become opportunities for learning, especially in new ventures. She clarifies that psychological safety isn't about making everyone comfortable; it's about promoting honest communication and openness. Leaders can cultivate this environment by modeling vulnerability and encouraging a problem-solving approach, shifting the focus away from blame. This episode also covers how to sustain psychological safety in remote work settings. Amy discusses the importance of structure and intentional engagement to keep teams connected. She shares practical advice on resilience, reminding us that failures should be seen as valuable lessons rather than personal defeats. Quotes “Part of the discipline of getting this right, of failing well, is to truly pause and appreciate what you are up against. Be realistic, even scientific about it… Failing well looks like being very thoughtful about the next risk you take and having good reason to believe it will pan out, which I think most entrepreneurs can identify with. Then, graciously acknowledging when that turns out to be wrong—that's okay. That's valuable new knowledge that you simply couldn't have gotten any other way.” (04:38 | Amy Edmondson) “Psychological safety is the belief that you can speak up without fear of humiliation or punishment. It's essentially an environment where candor is expected. It's not comfortable, it's not easy, and it's not an environment free from negative feedback. It's a learning environment, and it's being misused.” (18:06 | Amy Edmondson) “You must connect with the very real truth that the failure of a company doesn't make you a failure; it means you had a company that failed. That means you are wiser than you were right before that. That means you have a new, little bucket of knowledge that you lacked before. That's a treasure—value it. Value it enough to, in fact, share it with others.” (39:02 | Amy Edmondson) Links Connect with Amy Edmondson: Website: https://amycedmondson.com/ Connect with Alex Raymond: LinkedIn: https://www.linkedin.com/in/afraymond/ Website: https://consciousentrepreneur.us/ HiveCast.fm is a proud sponsor of The Conscious Entrepreneur Podcast. Podcast production and show notes provided by HiveCast.fm
Join Sarah Noll Wilson and Brandon Springle as they sit down with Dr. Amy Edmondson to discuss her groundbreaking research on psychological safety. Uncover the critical role of high-quality conversations and the powerful impact of embracing intelligent failures for organizational growth. About Our Guest Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is a management scholar best known for her research on psychological safety and team learning. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked #1 in 2021 and 2023. She is the author of eight books and more than 100 academic articles. Inducted into the American Academy of Arts and Sciences in 2024, her most recent book, Right Kind of Wrong: The Science of Failing Well, won the Financial Times and Schroders Best Business Book of 2023. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design from Harvard University. Links and Resources Website: www.amycedmondson.com LinkedIn: www.linkedin.com/in/amycedmondson X: x.com/AmyCEdmondson Instagram: www.instagram.com/AmyCEdmondson
In this insightful episode, we sit down with Amy Edmondson, one of the world's leading management thinkers. As the Novartis Professor of Leadership and Management at Harvard Business School, she is an expert in psychological safety and organizational learning. In episode 14 of season 2, she discusses the importance of creating environments where team members feel safe to speak up and how this psychological safety is essential for learning and innovation. She also explores the balance between psychological safety and accountability, emphasizing that these concepts are not in opposition but rather complementary in high-performing teams. You'll gain valuable insights into how to foster a culture of inquiry, the role of clear goals in team performance, and practical steps for turning around fearful organizations. Amy's examples from companies like Pixar and Southwest Airlines offer concrete illustrations of how these principles can be applied in real-world settings. You'll find this episode valuable if you're looking for actionable advice for leaders looking to enhance their team's psychological safety, accountability, and overall performance. . . . Like this episode? Be sure to leave a ⭐️⭐️⭐️⭐️⭐️ review and share the podcast with your colleagues. . . . TIME-STAMPED SHOW NOTES: [02:13] Leadership mistakes and psychological safety [05:26] The role of psychological safety in organizational learning [08:58] Balancing psychological safety and accountability [14:07] Characteristics of high-performing teams [18:09] The impact of clear goals on team performance [24:12] Turning around a fearful organization [30:22] Lessons from Pixar and Southwest Airlines [39:38] Tips for leaders on mastering the art of asking good questions
“An apology is a small word, but has enormous power interpersonally.” Episode Summary: Dr. Amy Edmondson, the world's leading authority in psychological safety, discusses her background and the science of failing well. She shares her journey from growing up in New York City to becoming a professor at Harvard Business School. She explains how her mentor, Buckminster Fuller, influenced her curiosity and joy for learning. Dr. Edmondson also delves into the concept of psychological safety and its impact on team learning and innovation. She distinguishes between mistakes and failures and introduces the three failure archetypes: intelligent failures, basic failures, and complex failures. Finally, she explores the relationship between uncertainty and preventability in the context of failure. In this conversation, Amy Edmondson and Shannon Cassidy discuss the importance of failing well and how to respond to failure. They explore the concept of psychological safety and its role in creating a culture that embraces failure as a learning opportunity. They also discuss the criteria for intelligent failure and share stories of successful individuals who have learned from their failures. The conversation covers topics such as self-awareness, the power of questions, the role of apology in healing relationships, and how to thrive as fallible human beings. R.O.G. Takeaway Tips: The relationship between uncertainty and preventability in the context of failure Failing well requires creating a culture of psychological safety where individuals feel comfortable taking risks and learning from failure. Self-awareness is crucial in failing well, as it allows individuals to recognize their weaknesses and make necessary adjustments. Asking good questions is a powerful tool in responding to failure, as it encourages reflection and learning. Apologies have the power to heal relationships and should be genuine, taking accountability and offering to make amends. To thrive as fallible human beings, it is important to persist through struggles, be reflective, and take more risks. Fallible Human Beings (FHB) coined by Maxi Maltzby Persist through struggles Invest time in reflection Learn how to apologize. Fail more often (take more smart risks). Guest Bio: Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She lives in Cambridge, Massachusetts, and is the author of Right Kind of Wrong. After decades of award-winning research, Amy Edmondson is here to upend our understanding of failure and make it work for us. In Right Kind of Wrong, Edmondson provides the framework to think, discuss, and practice failure wisely. Outlining the three archetypes of failure—basic, complex, and intelligent—Amy showcases how to minimize unproductive failure while maximizing what we gain from flubs of all stripes. She illustrates how we and our organizations can embrace our human fallibility, learn exactly when failure is our friend, and prevent most of it when it is not. This is the key to pursuing smart risks and preventing avoidable harm. With vivid, real-life stories from business, pop culture, history, and more, Edmondson gives us specifically tailored practices, skills, and mindsets to help us replace shame and blame with curiosity, vulnerability, and personal growth. You'll never look at failure the same way again. Resources: Amy Edmondson Harvard Professor The Right Kind of Wrong: The Science of Failing Well by Amy Edmondson The Fearless Organization by Amy Edmondson Amy Edmondson Wikipedia Where to find R.O.G. Podcast: R.O.G on YouTube R.O.G on Apple Podcasts R.O.G on Spotify How diverse is your network? N.D.I. Network Diversity Index What is your Generosity Style? Generosity Quiz Credits: Amy Edmondson, Sheep Jam Productions, Host Shannon Cassidy, Bridge Between, Inc. Coming Next: Please join us next week, Episode 193, with special guest Mike Atkinson.
“Some failures are simply the undesired result of a thoughtful experiment in new territory, and those are the ones we must learn to love.” Chapters: 00:00 Introduction and Background 06:29 The Influence of Buckminster Fuller 13:23 Psychological Safety and Speaking Up About Error Episode Summary: Dr. Amy Edmondson, the world's leading authority in psychological safety, discusses her background and the science of failing well. She shares her journey from growing up in New York City to becoming a professor at Harvard Business School. She explains how her mentor, Buckminster Fuller, influenced her curiosity and joy for learning. Dr. Edmondson also delves into the concept of psychological safety and its impact on team learning and innovation. She distinguishes between mistakes and failures and introduces the three failure archetypes: intelligent failures, basic failures, and complex failures. Finally, she explores the relationship between uncertainty and preventability in the context of failure. In this conversation, Amy Edmondson and Shannon Cassidy discuss the importance of failing well and how to respond to failure. They explore the concept of psychological safety and its role in creating a culture that embraces failure as a learning opportunity. They also discuss the criteria for intelligent failure and share stories of successful individuals who have learned from their failures. The conversation covers topics such as self-awareness, the power of questions, the role of apology in healing relationships, and how to thrive as fallible human beings. R.O.G. Takeaway Tips: The influence of mentorship and curiosity in fostering a love for learning The concept of psychological safety and its impact on team learning and innovation The distinction between mistakes and failures and the three failure archetype Be curious, like Buckminster Fuller What are you perplexed about? Be willing to speak up about mistakes Ask great questions, like How can we practice differently? How will I avoid unintelligent failure using the four criteria for failing well:Is this new territory? Is this an opportunity/ pursuit of a goal? Is it informed by prior knowledge? Is it as small as possible? How can I encourage our team to continuously learn and grow? Guest Bio: Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She lives in Cambridge, Massachusetts, and is the author of Right Kind of Wrong. After decades of award-winning research, Amy Edmondson is here to upend our understanding of failure and make it work for us. In Right Kind of Wrong, Edmondson provides the framework to think, discuss, and practice failure wisely. Outlining the three archetypes of failure—basic, complex, and intelligent—Amy showcases how to minimize unproductive failure while maximizing what we gain from flubs of all stripes. She illustrates how we and our organizations can embrace our human fallibility, learn exactly when failure is our friend, and prevent most of it when it is not. This is the key to pursuing smart risks and preventing avoidable harm. With vivid, real-life stories from business, pop culture, history, and more, Edmondson gives us specifically tailored practices, skills, and mindsets to help us replace shame and blame with curiosity, vulnerability, and personal growth. You'll never look at failure the same way again. Resources: Amy Edmondson Harvard Professor The Right Kind of Wrong: The Science of Failing Well by Amy Edmondson The Fearless Organization by Amy Edmondson Amy Edmondson Wikipedia Where to find R.O.G. Podcast: R.O.G on YouTube R.O.G on Apple Podcasts R.O.G on Spotify How diverse is your network? N.D.I. Network Diversity Index What is your Generosity Style? Generosity Quiz Credits: Amy Edmondson, Sheep Jam Productions, Host Shannon Cassidy, Bridge Between, Inc. Coming Next: Please join us next week, Episode 192, with special guest Amy Edmondson Part 2.
In their pursuit of heightened productivity, organizations are leaving little room for failure. However, failures are an inevitable part of the innovation process and often serve as a precursor to breakthroughs. By solely focusing on productivity, organizations may be missing out on valuable opportunities for innovation that could propel them forward. In the worst-case scenarios, a failure-adverse climate can lead employees to hide concerns or problems, which can lead to potentially catastrophic issues. Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School and author of "Right Kind of Wrong: The Science of Failing Well," shares her expertise on the Talent Angle podcast, offering insights on how organizations should shift their mindset toward failure and embrace it as a catalyst for growth and improvement. Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is a management scholar best known for her research on psychological safety and team learning. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked No. 1 in 2021 and 2023. She is the author of eight books, including her most recent book, Right Kind of Wrong: The Science of Failing Well, and more than 100 academic articles. Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives' most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.
Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021 and 2023; she also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017. She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Edmondson's latest book, Right Kind of Wrong (Atria), builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. First published in the US and in the UK (Penguin) in September, 2023, the book is due to be translated into 24 additional languages, and was selected for the Financial Times and Schroders Best Business Book of the Year award.Visit her website here: amycedmondson.com
For any long time listeners of the podcast, you know we are firm believers in failure being a positive thing. From D1 coaches to cutting edge researchers, great performers and leaders across the board understand the importance of allowing people to fail well. But, how exactly do you do that? Enter today's guest Amy Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School and author of the book Right Kind of Wrong: The Science of Failing Well. Before her appointment to Harvard, Amy served as Chief Engineer for the architecture and invention firm Buckminster Fuller Institute, and Director of Research at the Pecos River Learning Centers. In both fields, her search for new and innovative techniques led her to a strong ‘trial and error' approach where she discovered the ins and outs of “failing well”. In our conversation, Amy goes over the types of good failure and how they create better workers, teams, and environments where workers can feel “psychologically safe”, and what the consequences of fostering an environment that punishes failure can lead to. This is an essential listen for anyone looking to develop a welcoming, safe, and winning environment for their employees, so with that…let's bring it in!
Amy Edmondson shares how to minimize unproductive failures and maximize intelligent ones. — YOU'LL LEARN — 1) What separates good failure from bad failure 2) The surprisingly simple tool that prevents many failures 3) How to stay motivated in the face of failure Subscribe or visit AwesomeAtYourJob.com/ep972 for clickable versions of the links below. — ABOUT AMY — Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. Her work explores teaming – the dynamic forms of collaboration needed in environments characterized by uncertainty and ambiguity. She has also studied the role of psychological safety in teamwork and innovation. Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design change programs in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and innovation in the built environment remains an area of enduring interest and passion.• Book: Right Kind of Wrong: The Science of Failing Well • Website: AmyCEdmondson.com — RESOURCES MENTIONED IN THE SHOW — • Study: “The Intuitive Psychologist and His Shortcomings: Distortions in the Attribution Process” by Lee Ross • Book: The Checklist Manifesto: How to Get Things Right by Atul Gawande • Book: The Road to Character by David Brooks • Past episode: 707: Amy Edmondson on How to Build Thriving Teams with Psychological Safety — THANK YOU SPONSORS! — • LinkedIn Jobs. Post your job for free at LinkedIn.com/BeAwesome • Harvard Business Review. Get 10% off your subscription at HBR.org/subscriptions with the promo code AWESOMESee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
In this episode of the Product Thinking podcast, host Melissa Perri is joined by Amy Edmonson, professor at Harvard Business school and author of the new book: “Right Kind of Wrong: The Science of Failing Well.” Join them as they discuss the science of failing well, what is psychological safety and the distinction between leadership and leaders.
Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School.Edmondson's latest book, Right Kind of Wrong, builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. For more info about Amy Edmonson visit: https://www.linkedin.com/in/amycedmondson
Failure is an experience that is deeply embedded into our lives. As we learn to walk we fall. As we learn to ride a bike we (usually) fall again. And yet even though it is so familiar, so intertwined with our journey through life, not all failure is created equal. Which brings up important questions:How do we fail well? What are the crucial distinctions that might help us separate good failure from bad?How do we learn to identify when failure is our friend, and prevent most of it when it is not? These bigger questions about failing wisely are at the core of the conversation today. Dr. Amy Edmondson is back on the show and together we'll explore:How we can stay open to learning from failure at the individual and team levelHow leaders can create the conditions for learning in the face of failures. The importance of curiosity before blame - and a simple way to practice itThe reasons why most failures are not blameworthy and yet that is often the knee jerk reaction in organizationsThe three types of failure and how diagnosing failure type can lead to learning and preventing further failure.Painful emotions that can arise in the face of failure, and the importance of compassion, vulnerability, and giving ourselves permission to be human. Why failure is not an equal opportunity proposition, and her vision for a world where everyone has equal license to fail intelligently. Some of Amy's reflections on the importance of play, having fun, experimenting, taking risks, trying new things, and why practicing in low stakes situations has tremendous upside when it comes to getting better at failing. Interested in diving deeper into Amy's work around failure? Check out her new book: Right Kind of Wrong: The Science of Failing Well Did you find this episode inspiring? Here are other conversations we think you'll love:Giving Everyone Permission to Feel | Dr. Marc BrackettCreating Fearless Organizations | Dr. Amy EdmondsonMore about Amy Edmondson:Ranked #1 on the latest Thinkers50 ranking of the world's most influential management thinkers Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She is the author of 7 books and over 60 scholarly papers. She is a sought-after keynote speaker with a worldwide following. For more visit amycedmondson.comEnjoying the show? Please rate it wherever you listen! Thanks!For more information about coaching, mentoring, and the latest events with Joshua please visit: joshuasteinfeldt.comSupport the show
There are three kinds of failure. Only one can help you have a better shot of succeeding in the future. Amy Edmondson, a Harvard professor recently named the #1 thinker in business and management at the Thinkers50 Awards, and author of RIGHT KIND OF WRONG explains. ---------------------------------------------------------------------------------------------------------------------------------------- CHAPTERS:- 0:00 intro 0:45 basic failure 1:55 intelligent failure 2:46 learning from failure 4:55 overcome the fear of failure -------------------------------------------------------------------------------------------------------------------------------------------------------------------- Go Deeper with Big Think: ►Become a Big Think Member Get exclusive access to full interviews, early access to new releases, Big Think merch and more ►Get Big Think+ for Business Guide, inspire and accelerate leaders at all levels of your company with the biggest minds in business -------------------------------------------------------------------------------------------------------------------------------------------------------------------- Amy Edmondson, a professor at Harvard Business School, explores the concept of failure and its connection to success. She challenges our prevailing cultural belief that success requires avoiding failure altogether and instead suggests that failing is a natural part of the path forward. Amy also shares her three types of failure and outlines four criteria for failing smarter. About Amy Edmondson: Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked #1 in 2021; she also received that organization's Breakthrough Idea Award in 2019 and Talent Award in 2017. She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design from Harvard University. ---------------------------------------------------------------------------------------------------------------------------------------- About Big Think | Smarter Faster™ ► Big Think The leading source of expert-driven, educational content. With thousands of videos, featuring experts ranging from Bill Clinton to Bill Nye, Big Think helps you get smarter, faster by exploring the big ideas and core skills that define knowledge in the 21st century. Get Smarter, Faster. With Episodes From The Worlds Biggest Thinkers. Follow The Podcast And Turn On The Notifications!! Share This Episode If You Found It Valuable Leave A 5 Star Review Learn more about your ad choices. Visit megaphone.fm/adchoices
Back of the Napkin - Inspiring Stories from Biotech Pioneers
Laura Kiessling is the Novartis Professor of Chemistry at Massachusetts Institute of Technology (MIT). In this episode of Back of the Napkin, beginning in Laura's art-adorned office at MIT, the conversation explores her journey from a small Wisconsin town to the pinnacles of scientific research and education at MIT.Laura's professional trajectory is a testament to her passion for science — from her top performance in a university chemistry class to her inspired transfer to MIT following a serendipitous spring break encounter with women doing amazing science in Boston. Her curiosity about the unknown and desire to push boundaries in chemistry led her to explore the intricate world of carbohydrates and their profound impact on diseases such as tuberculosis. Laura has advised approximately 100 graduate students and postdoctorates and emphasizes that the essence of scientific progress is distilled not only through individual brilliance but also through the profound impact of community, collaboration, and mentorship. Laura is not only a proponent but a role model for women in science, advocating for equal representation, mentorship, and recognition. Her narrative is punctuated with instances where she challenged the norms and paved the way for others to follow.Links:Lessons in Chemistry Book: https://bit.ly/3wCnTGSPublication - Glycan-costumed virus-like particles promote type 1 anti-tumor immunity: https://bit.ly/49UWxdrLaura's Twitter: https://twitter.com/ChemicalBiology
Why would Eli Lilly put on a failure party? Deidre Woollard talked about the art of failing with Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School, and author of “Right Kind of Wrong”. They discuss: - The complex failure at Boeing. - What to do after something goes wrong. - The problem with “move fast and break things.” Companies discussed: BA, LLY Host: Deidre Woollard Guest: Amy Edmondson Producer: Ricky Mulvey Engineers: Dan Boyd, Chace Przylepa Learn more about your ad choices. Visit megaphone.fm/adchoices
Guest: Amy C. Edmondson, Novartis Professor of Leadership and Management at Harvard Business School [@harvardhbs]On Twitter | https://twitter.com/AmyCEdmondsonOn LinkedIn | https://www.linkedin.com/in/amycedmondson/Host: Charlie Camarda Ph.DOn ITSPmagazine
A Harvard Business School professor discusses how to get good at “intelligent failure.”Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. Her latest book is called the Right Kind of Wrong. Her research examines psychological safety and teaming within and between organizations.In this episode we talk about:The problems of shame, perfectionism, and social mediaHow not to get caught up in analysis paralysis The importance of self-compassion and a growth mindsetThe benefits of worrying with someone elseWhy redundancy is your friendHow to discuss failure without assigning blameWhy accepting your smallness can be freeingTaking the time to learn from failureThe cognitive framework: stop, challenge, and chooseHow to have a healthier relationships with anxiety and failureCreating a culture of psychological safetyRecognizing that not everybody in society has the same permission to take risks Related Episodes:Self-Compassion Ain't Always Soft | Kristin NeffSign up for Dan's weekly newsletter hereFollow Dan on social: Instagram, TikTokTen Percent Happier online bookstoreSubscribe to our YouTube ChannelOur favorite playlists on: Anxiety, Sleep, Relationships, Most Popular EpisodesFull Shownotes: https://www.tenpercent.com/tph/podcast-episode/amy-edmondson-2023Additional Resources:Download the Ten Percent Happier app today: https://10percenthappier.app.link/installSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
In this podcast episode, Amy Edmondson, the top-ranked Thinkers50 management thinker and Novartis Professor at Harvard Business School, takes us on a journey through the dynamic intersection of curiosity, leadership and the digital era. Renowned for her seven books and over 60 scholarly papers, Edmondson discusses the crucial link between curiosity and psychological safety in the workplace. She shares practical tips for leaders to foster positive failure, drawing on insights from her latest acclaimed book, "The Right Kind of Wrong," recently honored as the #1 Business Book by the Financial Times. Edmondson's engaging anecdotes, including the concept of "smart pilots," and her emphasis on building effective communities, explores leadership, curiosity, and the transformative power of embracing the right kind of failure. You can purchase Right Kind of Wrong on Amazon You can purchase the 3 book collection of the Right Kind of Wrong, Leader as Healer & Staring Down the Wolf on Amazon About the Curious Advantage Podcast Series The Curious Advantage Podcast series, hosted by the authors of The Curious Advantage book – Paul Ashcroft (co-founder & partner, Ludic Group), Simon Brown (CLO, Novartis), and Garrick Jones (co-founder & partner, Ludic Group) – explores how curiosity is a driving force for success in both individual lives and organizations, particularly in our evolving digital landscape. This podcast distills insights from neuroscience, anthropology, history, art and behaviorism to make the concept of curiosity accessible and applicable to everyone. About The Curious Advantage Book The Curious Advantage is an exploration of the idea of Curiosity and its increasing importance for thriving in the digital age. Taking the widest possible exploration of things Curious – historical, contemporary, neuro-scientific, anthropological, behavioural, semantic and business-focused. At the heart of the book is our model of Curiosity, called 'Sailing the 7C's of Curiosity'. This model provides individuals with a practical framework for how to be successfully Curious and use Curiosity as a power skill to unlock their own potential. To find out more visit: curiousadvantage.com Get your copy of The Curious Advantage on Amazon The Curious Advantage Audiobook is also available on Audible Follow The Curious Advantage on LinkedIn and Instagram The Curious Advantage Podcast is produced by Jessica Wickham and edited by Danny Cross and John McGinty.
Amy Edmondson: Right Kind of Wrong Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, where she studies people and organizations seeking to make a positive difference in the world through the work they do. She has pioneered the concept of psychological safety for over twenty years and is recognized as number one on the Thinkers50 global ranking of management thinkers. She also received that organization's Breakthrough Idea Award in 2019 and Talent Award in 2017. In 2019 she was first on HR Magazine's list of the 20 Most Influential International Thinkers in Human Resources. Her prior book, The Fearless Organization, explains psychological safety and has been translated into fifteen languages. In addition to publishing several books and numerous articles in top academic outlets, Amy has written for, or her work has been covered by, media such as The Wall Street Journal, The New York Times, The Washington Post, Financial Times, and many others. Her TED Talk on teaming has been viewed more than 3 million times. She is the author of Right Kind of Wrong: The Science of Failing Well*. Many leaders espouse the value of talking about our failures. Yet, failure is a threat to our ego, so it turns out we're better at learning from the failures of others than we are from our own. In this conversation, Amy and I explore how to do a better job of growing where we're in the wrong. Key Points Failure is a threat to our ego. As a result, we're more likely to learn from the failures of others than from our own failures. It's hard to learn if you already know. If you came frame situations more helpfully, it can substantially influence your ability to grow from being wrong. Disrupt the inevitable emotional response to being wrong by asking this: how was I feeling before this happened? Challenge yourself by considering if the content of your thoughts are useful for your goal. A key question: what other interpretation of the situation is possible? Choose to say or do something that moves you closer to your goals. This question will help: what is going to best help me achieve my goals? Resources Mentioned Right Kind of Wrong: The Science of Failing Well* by Amy Edmondson Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) The Value of Being Uncomfortable, with Neil Pasricha (episode 448) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
It's OK to fail at work, but there is a right way to do it. Amy Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, joins host Krys Boyd to discuss why corporate American approaches failure all wrong, and how to incorporate healthy lessons from flubs in the workplace. Her book is “Right Kind of Wrong: The Science of Failing Well.”
In this episode of Supporting Champions, we're joined by Amy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School and a leading authority on psychological safety. We delve into her new book, "The Right Kind of Wrong," a title that intriguingly challenges our perceptions of failure. Our conversation begins with Amy's sharing her expertise on creating environments that foster growth, development, and performance. Amy's perspective is particularly timely, as there's a growing appetite for understanding and skillfully nurturing psychologically safe spaces. Amy emphasizes that better teams don't necessarily make fewer mistakes but are more open to discussing them. This is exemplified in her NASA example, where tired teams, who had been working hard together, outperformed fresh teams. We explore whether psychologically safe teams take more interpersonal and task-based risks. Amy decodes sports contexts and consequences, addressing how results-focused environments can create fear-based decisions. We delve into the nuances of failure, error, and judgment in relation to goal setting, and how psychological safety, while promoting excellence, isn't about comfort but about enabling intelligent risk-taking and learning from complex failures. We wrap up the conversation by discussing the best and worst examples of enhancing performance through psychological safety, the increasing embrace of interpersonal skills by coaches, and the predominant factors influencing psychological safety. Notes Follow Amy on Twitter https://twitter.com/AmyCEdmondson Order Amy's book here https://amycedmondson.com/ *** UNTIL 1st FEB - you can get 50% off our Setting up Your Own Consultancy Course *** https://www.supportingchampions.co.uk/set-up-your-own-performance-consultancy/ use code CHAMPS50 Hi, I'm Steve Ingham Sports and Performance Scientist co-founder at Supporting Champions. I have the privilege of supporting over 1000 athletes of which over 200 have gone on to win World or Olympic medals. For the last 25 years I've been fascinated by, researched and applied innovative ideas to help people succeed and now I want to share those performance strategies with you. I help aspiring and professional Performance Science and Support Staff improve their skills, experience and mindset for working with sports performers through a range of online courses and an exclusive community hub https://www.supportingchampions.co.uk/onlinecourse If you're working in sports performance or business and want to get support to develop your team and systems - take a look at what I offer here - https://www.supportingchampions.co.uk/speaking/ Listen to the podcast https://www.supportingchampions.co.uk/category/podcast/ Links Twitter at https://twitter.com/ingham_steve https://www.tiktok.com/@supportingchampions Supporting Champions on Twitter www.twitter.com/support_champs Supporting Champions on Linkedin, www.linkedin.com/company/supporting-champions https://www.instagram.com/supportingchampions/
IN EPISODE 163: At some point or another, we're bound to fail. But how we fail determines whether we'll experience future success or setbacks. Amy Edmondson returns to the show to explore the right kind of wrong, and how "intelligent failure" can become an investment that delivers stronger rewards and results. You'll learn how to craft these intelligent failures, how to identify preventable failures before they happen, why people don't learn from failure as often as they should, and how even high-risk environments can embrace failure. Don't just fail fast - fail smart. After listening to Amy, you'll make your wrongs turn out right. ABOUT AMY EDMONDSON: Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, and is best known for her two decades of research on psychological safety. Her award-winning work has appeared in leading academic journals and all across the popular press. Amy has been named by Thinkers50 the #1 Management Thinker in the world two times in a row, has worked with the world's most recognized brands and is the author of seven books, most recently: Right Kind of Wrong: The Science of Failing Well.
Have you ever wondered if failure could be the secret ingredient to success? On this episode of Punk Rock HR, join Laurie as she sits down with the brilliant Dr. Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, and explore the essential role of failure in our professional and personal growth. Amy shares her expertise on psychological safety and how it serves as the foundation for innovation, drawing on insights from her new book, "Right Kind of Wrong: The Science of Failing." This episode isn't just about reframing our relationship with failure; it's a roadmap for embracing the missteps that lead us to excellence. With Amy's wealth of knowledge, we discuss the concept of intelligent failure from the scientific labs to the design studios of IDEO, revealing how setbacks can push us toward progress when we learn from them. Through her eyes, we re-examine the heart-wrenching lessons from the Space Shuttle Challenger and Columbia disasters while underscoring the value of listening to those with expertise and the proactive step of conducting pre-mortems in any project. Laurie and Amy wrap up the conversation by examining the paradox of social media as both a platform for professional networking and a potential pitfall for personal productivity. Amy's keen preference for LinkedIn as a tool for professional connections demonstrates the power of digital networks in fostering meaningful exchanges. Tune in to this discussion that will undoubtedly alter how you perceive risk-taking and the bountiful learning that lies within our failures. In this episode, you will hear: Transforming failure into success The importance of psychological safety in the workplace The role of intelligent failures in learning and growth, with examples from Jennifer Heemstra's chemistry lab and IDEO's innovation process Lessons from the Space Shuttle Challenger and Columbia disasters that emphasize listening to experts and the benefits of conducting pre-mortems LinkedIn as a platform for professional networking and its impact on work life Managing the risks of social media engagement The definition of psychological safety and the need to foster an environment where risks are communicated and managed effectively The distinctions between mistakes and failures Intelligent failure as a path to innovation and skill development Humility, curiosity, and situational awareness in handling failure How embracing intelligent failures contributes to overall success Resources from this Episode Get Dr. Amy C. Edmondson's new book: Right Kind of Wrong: The Science of Failing Well: amzn.to/3tst8aW Connect with Amy on LinkedIn: www.linkedin.com/in/amycedmondson Visit her website: amycedmondson.com Find Amy on Twitter/X: twitter.com/AmyCEdmondson Follow and Review: We'd love for you to follow us if you haven't yet. Click that purple '+' in the top right corner of your Apple Podcasts app. We'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. Episode Credits If you like this podcast and are thinking of creating your own, consider talking to my producer, Emerald City Productions. They helped me grow and produce the podcast you are listening to right now. Find out more at https://emeraldcitypro.com Let them know we sent you.
In today's world, we're caught between two failure cultures. One tells us that it must be avoided at all costs, while the other tells us to "fail fast” and often. The issue is that both approaches lack the necessary distinctions to help us separate good failure from bad. Today, we're joined by author, scholar, Novartis Professor of Leadership and Management at Harvard Business School, and champion of psychological safety, Amy Edmondson, who believes that we need to reframe our understanding of failure and discover what it means to “fail well.” In this episode, we discuss her latest book, The Right Kind of Wrong, and gain some insight into the inherent relationships between organizational learning and change management, psychological safety and innovation, and failure and the creative process. Tuning in, you'll learn when to quit, when to experiment, and how to measure your failure performance, plus you'll also hear some remarkable stories that illustrate what it means to be a hero of failure! Believe it or not, there is a science to failing well, and Amy Edmundson is here to provide us with a practical framework to think, discuss, and practice failure wisely.Key Points From This Episode:Amy's roots in organizational learning and the journey her career has taken since.The NYT article that put her studies of psychological safety on the global map.A look at the relationship between psychological safety and idea generation.Cultivating the idea of failure as input rather than outcome: it's part of the process!What we can learn from “failure heroes” like Thomas Edison and Buckminster Fuller.How to know when you should quit and when you should persist.The playfulness and willingness to experiment that comes with being a hero of failure. Failure diagnostics: practical ways to measure your failure performance.What it takes to be excruciatingly present, why context is shaped by the level of uncertainty, and more from our lightning round with Amy!Insight into Amy's creative process, which starts with a whole lot of conceptualizing.Links Mentioned in Today's Episode:Amy EdmondsonRight Kind of WrongTeamingThe Fearless OrganizationAmy Edmondson on LinkedInAmy Edmondson on XThinkers50Richard Hackman'What Google Learned in Its Quest to Build the Perfect Team'QuitIDEOOnly the Paranoid SurviveAmerican IconThe Widow ClicquotJeremy UtleyJeremy Utley EmailJeremy Utley on XJeremy Utley on LinkedIn
About This EpisodeIn this episode, Dr. Amy Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, discusses how we can best think about and practice failure. Amy distinguishes between the different types of failure while also clarifying preventable mistakes from intelligent failures- the latter being a byproduct of calculated risk-taking that often leads to significant insights and innovation. She encourages a reframing of our perception of failure, advocating for a healthy acceptance of intelligent failures as steppingstones in uncharted territories. Amy shares practical strategies for embracing vulnerability and harnessing setbacks as opportunities for learning and growth, acting as a guide for leaders, innovators, and anyone seeking to transform their approach to failure. Tune in as Amy encourages us to openly greet the unfamiliar and to recognize that within our boldest actions lies the key to our greatest achievements. About Amy EdmondsonAmy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021; she also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017. She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Edmondson's newest book, Right Kind of Wrong (Atria), provides a framework for how we can think about, discuss, and practice failure wisely, using human fallibility as a tool for making ourselves and our organizations smarter. Additional ResourcesLinkedIn: @AmyEdmondsonTwitter: @AmyCEdmondson
Dr. Iman Abuzeid, Co-Founder and CEO at Incredible Health, discusses implementing AI for the nurse hiring platform. Amy C. Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, talks about her book Right Kind of Wrong: The Science of Failing Well.Hosts: John Tucker and Mike Regan. Producer: Paul Brennan.See omnystudio.com/listener for privacy information.
Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, which is a Chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. And in today's conversation we certainly talk about Harvard, what it's like to work on a college campus, and what it's like to be specifically at that college campus during this time in 2023 as we record today's conversation. Amy has been recognized by the Biannual Thinkers50 Global Ranking of Management Thinkers since 2011, and recently was ranked #1 in 2021. She's received that organization's Breakthrough Idea Award in 2019 and Talent Award in 2017. She studies teaming, psychological safety (which is going to be a core concept and competency that you've probably heard about at some point if you study environments and teams and groups), and we're going to talk about the famous Aristotle study that Google did that found that psychological safety was the #1 factor in determining team success, so this is definitely a deep dive into that concept and something that hopefully you can take with your teams and organizations. She also studies organizational learning and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review, and California Management Review. She's written many books, so we're going to talk about The Fearless Organization, which she wrote in 2019, we're going to talk about her latest book, The Right Kind of Wrong, so a lot of this conversation is about mistakes and failures, and I highly recommend you check out that book. She's also written books around this concept of teaming, including Teaming to Innovate and Extreme Teaming. At her core, you're going to find Amy to be humble but brilliant, you're going to find her to be nuanced and thoughtful when it comes to psychology and the science of humans, and she is someone that I feel as though, even though she's got all these accolades, I feel like I could've talked to forever. Amy had a number of amazing insights during our conversation. Some of them include: “A mindset is something that happens inside your head. It's an approach. It's an orientation” (6:35). “A psychologically safe environment in the classroom is mission-critical for learning and learners” (9:30). “Safe spaces and psychological safety are almost at odds, almost two opposing ideas rather than compatible ideas [in an educational space]” (12:20). “Classrooms can be environments where people can take risks and occasionally failures will happen… and through those we will learn and grow and get to be better versions of ourselves” (14:40). “Psychological safety for me has always been about helping people take their foot off the brakes” (15:05). “The day you decide you don't need to learn anymore, and your mind is made up and your opinions about various people and groups is made up, is the day you cease to grow (16:35). “It starts with a recognition that other human beings are just as important as you are” (21:10). “We all want to feel that we matter” (23:15). “The meaningful memories [on our death beds] have to do with other humans” (29:10). “There's an asymmetry [to psychological safety]” (30:35). “Vulnerability is a fact” (33:00). “If I'm unwilling to confront my vulnerability, then I'm at risk for unhappy surprises” (33:30). “Neuroscience research suggests that some of the same neurons are firing when we get a psychological assault or harm, like being rejected by a group of friends…, as for a physical harm” (36:20). “Emotions are incredibly important, incredibly powerful in shaping our human experiences (45:20). “Probably the most important capacity people can learn, in sports and in life, is how to tame their emotions” (45:55). “Your emotions can simply be data” (46:40). “The more expert we get in any given field or domain, the more we can effortlessly process context and take it into consideration” (56:25). “The best students, the unusually good students, are curious” (59:40). “To cultivate curiosity and collaboration, you have to truly believe that it's in your interest to do so” (1:00:35). “A mistake is an unintended deviation from a known process… A failure is an undesired outcome” (1:03:15). “There's no such thing as a mistake in new territory” (1:03:55). “It's about creating the safe conditions in which [your kids] can fail” (1:14:30). Additionally, you can find all of Amy's information on her website, and also follow her on Twitter and LinkedIn. Thank you so much to Amy for coming on the podcast! I wrote a book called “Shift Your Mind” that was released in October of 2020, and you can order it on Amazon and Barnes and Noble. Additionally, I have launched a company called Strong Skills, and I encourage you to check out our new website https://www.strongskills.co/. If you liked this episode and/or any others, please follow me on Twitter: @brianlevenson or Instagram: @Intentional_Performers. Thanks for listening.
Episode page with video, transcript, and more My guest for Episode #234 of the My Favorite Mistake podcast is Amy C. Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School, renowned for her research on psychological safety over twenty years. Named by Thinkers50 in 2021 (And again here in 2023) as the #1 Management Thinker in the world, Edmondson's Ted Talk “How to Turn a Group of Strangers into a Team” has been viewed over three million times. She received her PhD, AM, and AB from Harvard University. She lives in Cambridge, Massachusetts, and is the author of books including The Fearless Organization, Teaming, and her latest, Right Kind of Wrong: The Science of Failing Well is available now. Edmondson talks about the duality of mistakes – some that lead to massive successes and some that warrant a more mindful approach to growth and learning. Listen in as she recounts an endearing mistake from her personal life in the spectrum of Growth Mindset, discusses different types of failures and insights into how they can be reframed as opportunities for growth, exploration, and innovation. Edmondson emphasizes the importance of Psychological Safety and the transformation from a ‘speak up' culture into a ‘listen up' culture within organizations. Tune in today for an enlightening discussion on the fine line between reflecting and ruminating, along with Edmondson's personal anecdotes from her writing journey. Questions and Topics: How do you see the connection between mistakes and failures? Sometimes failure is caused by outside factors? As much as I try to be positive about mistakes and failure, I don't love the phrase “fail early, fail often” — where do you think that phrase or concept misses the mark? Psychological safety comes up A LOT in this podcast series when we talk about a culture of learning from mistakes… how do you define it? Different types of failures — they're not all created equally? “Blameworthy” vs. “Praiseworthy” failures? Why do organizations collectively blame people more than individuals blame others? When leaders are super negative about mistakes… how is demanding perfection or say they must punish (or saying failure is NOT an option) counterproductive? Learning from failure is not as easy as it sounds? Reflecting without ruminating? Mistakes in the book writing process? Proofreading mistakes that slipped through? Renowned Leadership Expert Amy E. Edmondson and Her Views on Psychological Safety and Failure The Duality of Mistakes Edmondson separates mistakes into three categories, drawing from her extensive research into the topic of failures and mistakes. These categories include examples from both her research and her personal life. Her favorite mistake to discuss lies within her research fields, and it features in her book “Right Kind of Wrong”. This mistake recounts the story of a 26-year-old chef from Guangdong, China, named Lee Kum Sheung, who accidentally left his oysters to overcook. The result was a sticky, unexpectedly delicious sauce, which eventually resulted in the creation of the globally renowned oyster sauce. This accidental creation, stemming from a simple mistake, led his family to accumulate a fortune of over 17 billion. This example serves to underline how seemingly negative mistakes can pave the way for groundbreaking innovations and successes. Edmondson argues this is contingent the individual's curiosity and openness to turning these mishaps into new possibilities. Growth Mindset in Mistake Processing Edmondson is a firm advocate of Carol Dweck's work on the concept of a growth mindset which she integrates into her own personal parenting approach. She shares a personal mistake in applying the growth mindset that prompted her to be more mindful in her interactions and praise. Based on the recommendation in Dweck's work, one should focus on the process of learning and effort rather than praising the outcome. Edmondson experienced this first-hand when her son sought constructive feedback, revealing his understanding and demand for a growth mindset. This interaction highlighted unchecked mistakes and further enhanced Edmondson's practice of the growth mindset. Mistake and Failure: Understanding Their Connections Regardless of their causes, many failures can be traced back to some form of mistake. However, not all failures are incidental to mistakes. In many cases, failures are the unfortunate and unexpected results of well-thought-out hypotheses or conscientiously set actions, particularly in new or unfamiliar territories. Shaping Our Attitudes towards Failure The view and treatment of failure in organizations often differ greatly from personal reactions. While individually, people recognize failure as a potent teacher, organizations frequently fail to translate this realization into practice. This gap is arguably a remanence of industrial-era mindsets, where expectations for results were rigidly predefined assuming minimal deviations. Today, this mindset is not compatible with the realities and demands of modern work environments. The culture within organizations regarding failure should be more accepting, even encouraging, as it often leads to crucial learning experiences and innovations. Edmondson proposes three distinct classifications for different types of failure which are basic failure, complex failure, and intelligent failure. While basic and complex failures epitomize blunders that can be potentially avoided, intelligent failures represent the unavoidable consequences of ventures into uncharted territories. To approach failure constructively, Edmondson suggests assessing causes individually and categorizing them across a spectrum of blameworthiness to praiseworthiness. This objective evaluation reframes failures as potential opportunities for growth and discovery rather than undisputable mistakes. The Importance of Psychological Safety Psychological safety has been a consistent topic in many discussions around failure. Seen as a belief that one's environment is safe for taking interpersonal risks such as admitting mistakes or sharing constructive feedback, psychological safety plays a vital role in creating a culture that is conducive to lesson-learning from mistakes. It is important to note that promoting a psychologically safe environment does not necessarily make dealing with these situations easier, but instead makes it more expected and acceptable. Edmondson advocates for psychological safety in organizations, arguing that it is largely influenced by the leadership at various levels in the organization. She asserts that managers should promote open communication about failures and provide necessary reassurances to stimulate learning and improvements from these experiences. The Emergence of a ‘Listen Up' Culture Edmondson makes a compelling argument for transforming a ‘speak up' culture into a ‘listen up' culture. The concept reframes the responsibility carelessly placed on the employees and champions the idea of creating a learning culture instead. In Edmondson's view, such a culture encourages members of an organization to approach every interaction and experience as an opportunity to learn something new, not just from each other, but also from clients and the world at large. By fostering a ‘listen up' culture, organizations inspire their staff to engage more proactively, ultimately nourishing an environment where speaking up is not an obligation but a hallmark of positive engagement. Balancing Between Reflecting and Ruminating Edmondson sheds light on the fine line between productive reflecting and destructive rumination, particularly after a misstep. Reflecting facilitates learning and growth, whereas rumination can deepen feelings of shame and loneliness. This might lead individuals into a vicious cycle of unproductive and recurring thoughts. She suggests adopting an objective cognitive process which starts with a simple inquiry, “What happened?”. This question encourages the individual to assess the situation without assigning blame. It allows them to consider the events dispassionately and extract valuable lessons, thereby directing focus to future improvement rather than past missteps. Reflecting is hence seen as a necessary mechanism for learning, allowing not just understanding but also creating meaningful change after a failure. The Art and Errors of Writing As a prolific author, Edmondson provides insights into the inevitable mistakes involved in the book writing process. She acknowledges how minor errors can slip through even after careful editing and proofreading. These small errors allow for reminders that even skilled authors and editors can make mistakes due to several factors such as fatigue and other biases. She emphasizes the importance of continuous iteration when writing, pointing out that improvement is always possible. Each day spent on a manuscript can uncover not just grammatical errors, but instances of unclear or convoluted sentences that can be rewritten or simplified. The potential to continually refine is what makes writing both a challenging and rewarding process. The Unavoidable Nature of Mistakes Undoubtedly, slip-ups, both small and large, are a commonplace inevitable aspect of our personal and professional lives. They are subject to a multitude of variables, irrespective of the meticulous preventative measures we employ. A mistake can creep in due to oversight, assumptions, fatigue, or simply because of our inherent fallibility as humans. Nurturing an Iterative Culture In line with her teachings on the importance of learning, Edmondson highlights the benefits of fostering an iterative culture. Within this model, organizations are encouraged to continuously learn and adapt their practices based on insights from mistakes and successes alike. The Decisiveness of Title Selection Book titles hold an integral role in attracting potential readers, and, as revealed by Edmondson, the process of naming a book can also be prone to errors. She discloses the careful consideration behind her book title, “Right Kind of Wrong” and the decision to exclude the article ‘the' for stylistic reasons. Despite noticing occasional erroneous inclusions, she garners a positive outlook from it, simply indicating that her work is being discussed and appreciated. Embracing this spirit of learning and adaptation even for individuals in positions of authority can serve as a powerful example for others and help cultivate a culture that wider society can emulate. Essentially, mistakes aren't necessarily a pitfall; they transform into stepping stones when approached with a psychologically safe, learning, and iterative mindset.
Harvard Kennedy School faculty member Jorrit de Jong and Harvard Business School Professor Amy Edmondson say the big, intractable problems challenges facing city leaders today are too complex to be addressed by any one agency or government department. Complex challenges like the shortage of economic opportunity and affordable housing, homelessness, the effects of the climate crisis, crime—and can only be solved by multiple organizations working together. But that's easier said than done. Bringing together government agencies, nonprofits, private business, academia, and the public into successful collaborations can be a huge challenge. Different people bring different agendas and goals. They don't necessarily trust each other. Sometimes they can't even agree on what the problem actually is and they fail before even getting started. In a recent study, de Jong and Edmondson found that the most successful problem-solving collaborations have a number of things in common, including building a culture of safety and trust and being empowered to try, fail, and learn from mistakes. Sometimes, they say, the key can be just finding a place to start. Jorrit de Jong is the Emma Bloomberg Senior Lecturer in Public Policy and Management at Harvard Kennedy School. He is director of the Bloomberg Center for Cities at Harvard University. His research and teaching focus on the challenges of making the public sector more effective, efficient, equitable, and responsive to social needs. A specialist in experiential learning, Jorrit has taught strategic management and public problem-solving in degree and executive education programs at HKS and around the world. He is also Faculty Co-Chair of the Bloomberg Harvard City Leadership Initiative, a joint program of Harvard Business School and Harvard Kennedy School, the world's most comprehensive effort to advance effective problem-solving and innovation through executive education, research, curriculum development, and fieldwork in cities.He is also Academic Director of the Innovations in Government Program at the Kennedy School's Ash Center for Democratic Governance and Innovation. In that capacity, he launched the Innovation Field Lab, an experiential learning, executive education, and action-oriented research project working with 15 cities in Massachusetts and New York to help them leverage data, community engagement and innovation to revitalize distressed and underinvested neighborhoods. He holds a PhD in Public Policy and Management from Vrije Universiteit Amsterdam, as well as a Master in Philosophy and a Master in Public Administration from Leiden University. He has written extensively, including the books “The State of Access: Success and Failure of Democracies to Create Equal Opportunities;” “Agents of Change: Strategy and Tactics for Social Innovation;” and “Dealing with Dysfunction: Innovative Problem Solving in the Public Sector.”Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked No. 1 in 2021. he also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017. She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets. Her 2019 book, “The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth,” has been translated into 15 languages. Her prior books: “Teaming: How organizations learn, innovate and compete in the knowledge economy;” “Teaming to Innovate;” and “Extreme Teaming” explore teamwork in dynamic organizational environments. Edmondson's latest book, “Right Kind of Wrong,” builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design from Harvard University.Ralph Ranalli of the HKS Office of Communications and Public Affairs is the host, producer, and editor of HKS PolicyCast. A former journalist, public television producer, and entrepreneur, he holds an AB in Political Science from UCLA and an MS in Journalism from Columbia University.The co-producer of PolicyCast is Susan Hughes. Design and graphics support is provided by Lydia Rosenberg, Delane Meadows and the OCPA Design Team. Social media promotion and support is provided by Natalie Montaner and the OCPA Digital Team.
Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, and is renowned for her research on psychological safety. She is the author of Right Kind of Wrong. In this interview, Amy sets the stage for how leaders can learn and thrive through intelligent failure. Quotes:“That is love in action, when you find work that you feel is almost meant for you and you can do it in a way that people seem to appreciate.” [13:04] Amy Edmondson shares her journey from engineer to her unlikely position at Harvard Business School where her work is world renowned. “Mistakes are deviations from best practice in known territory whereas intelligent failures are an experiment that didn't work out the way we'd hoped.” [17:41] Why are leaders afraid to fail? Amy explains the difference between mistakes and failures. To operate a failure free organization means there are no risks being taken. Leaders must embrace intelligent failure or fail to innovate and ultimately fail altogether. “It's good to have high standards, it's good to pursue excellence but perfectionism is this crippling belief that ‘I cannot make mistakes, I cannot come up short or I'll die.'” [25:56] Explaining perfectionism, Amy draws this mode of thinking as a mindset at odds with healthy failure. Marcel and Amy discuss the small failures and how you react and respond can help perfectionist attitudes by relieving the pressure. “If you're a leader in an organization, get out ahead of these predictable failures in mindset and behavior that your employees and managers will fall prey to.” [37:27] Amy sets leaders up with the steps for setting up a culture that allows for healthy failure, by breaking the path to perfectionism. Leaders must start emphasizing purpose and encouraging curiosity. “As soon as you remind yourself to be humble, you are almost naturally curious.” [42:47] How does humility connect to failure? Amy describes that humility allows the questions to arise that you don't have all the answers. Providing opportunity for risks and chances to learn from these intelligent failures.“We are all fallible human beings, that's just a given. Now, how do we thrive?”[55:14] As Marcel and Amy close out the episode, she answers her own question connecting it all to love in action. We thrive through intelligent failure, with love, interconnectedness, facing an unknown future together. Mentioned in this episode:Right Kind of Wrong: The Science of Failing Well by Amy EdmondsonAmy Edmondson on LinkedInAmy Edmondson (@AmyCEdmondson) on XTomas Chamorro-Premuzic and Amy Edmondson (Episode #87)Marcel Schwantes on LinkedInMarcel Schwantes
To err is human. In today's episode, we will discuss the science behind learning to fail, in other words: “failing well”. We will discuss our flawed relationship to failure, how to better understand failure, and how to learn from failure. I am joined by Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School. For the last 2 decades, she has studied the elements of high-performing teams in complex environments. She has coined the term “psychological safety” and has made critical insights into teaming, learning from failure, and innovation. She is the author of several books and multiple academic papers and a regular contributor to the Harvard Business Review. Her latest book “Right Kind of Wrong: The Science of Failing Well”, was released in September of this year on hardback. Additional Resource: Right Kind of Wrong. The Science of Failing Well. By Amy Edmondson: https://www.amazon.com/Right-Kind-Wrong-Science-Failing-ebook/dp/B0BTZT9CXV#:~:text=In%20Right%20Kind%20of%20Wrong,from%20flubs%20of%20all%20stripes Critical Matters podcast episode – The Fearless ICU, a discussion with Amy Edmondson on Psychological safety and teaming: https://soundphysicians.com/podcast-episode/?podcast_id=342&track_id=1220843524 Faculty page for Amy Edmondson. A great jumping point to her vast body of work: https://www.hbs.edu/faculty/AmyEdmondson Strategies for Learning from Failure. By A. Edmondson. Harvard Business Review 2011: https://hbr.org/2011/04/strategies-for-learning-from-failure Books Mentioned in this Episode: Adapt: Why Success Always Starts with Failure. By Tim Hartford: https://shorturl.at/mpQU1 Being Wrong: Adventures in the Margin of Error. By Kathryn Shulz: https://shorturl.at/qAHJ0 Principles: Life and Work. By Ray Dalio: https://shorturl.at/JRSZ1
Dr. Laura Kiessling is the Novartis Professor of Chemistry at Massachusetts Institute of Technology (MIT) and Member of the Broad Institute. Laura's research focuses on carbohydrates, particularly all of the different carbohydrates found on the surfaces of cells. We still know relatively little about the functions of these carbohydrates, and Laura is eager to learn more. When she's not doing science, Laura likes being active through rowing, kayaking, cycling, lifting weights, or doing yoga. She also likes to spend her free time cooking, hiking, camping, and enjoying art. She received her BS degree in chemistry from MIT and her Ph.D. degree in organic chemistry from Yale University. After two years at the California Institute of Technology as an American Cancer Society Postdoctoral Fellow, she joined the faculty of the University of Wisconsin, Madison in 1991. She returned to MIT in 2017. Laura has received numerous awards over the course of her career, including the Ronald Breslow Award in Biomimetic Chemistry, the Centenary Prize from the Royal Society of Chemistry, the Tetrahedron Prize for creativity in Organic Chemistry or Bioorganic & Medicinal Chemistry, the Gibbs Medal, from the Chicago Chapter of the American Chemical Society, the Vilas Distinguished Faculty Award from UW-Madison, and others. Laura is an elected Member of the National Academy of Sciences, the National Academy of Medicine, the American Academy of Microbiology, and the American Academy of Arts & Sciences, and American Philosophical Society, as well as an elected Fellow of the American Association for the Advancement of Science. She has been awarded a Guggenheim Fellowship, an American Cancer Society Fellowship, a MacArthur Foundation Fellowship, and an Alfred P. Sloan Foundation Fellowship. She is also the founding Editor-In-Chief of the journal ACS Chemical Biology. In this interview, Laura shares more about her life and science.
In this interview about failure and growth, author and Professor of Leadership at Harvard Business School Dr. Amy Edmondson upends our understanding of failure and shares how we can more effectively make it work for us. Based on the research from her book “Right Kind of Wrong,” Dr. Edmondson provides the framework to think, discuss, and practice failure wisely. Outlining the three archetypes of failure - basic, complex, and intelligent - she describes how to minimize unproductive failure while maximizing what we gain from missteps at all levels.Dr. Edmondson goes on to talk about her pioneering work in the space of psychological safety. She demystifies failure by distinguishing between good failure from which we can learn and the bad failure that should have been prevented. Dr. Edmondson makes it clear that when organizations provide a safe environment for failure during the process of experimentation, both knowledge and innovation are gained. She finishes the interview by giving advice for how leaders, teachers, and even parents can use failure as a learning tool. Dr. Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021; she also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017. She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Dr. Edmondson's latest book, Right Kind of Wrong (Atria), builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. First published in the US and the UK in September, 2023, the book is due to be translated into 15 additional languages.
Amy Edmondson has spent her life dedicated to studying failure and psychological safety. It's her belief that the most successful cultures are those in which you can fail openly, without your mistakes being held against you. Amy is the Novartis Professor of Leadership and Management at Harvard Business School and has been named by Thinkers50 as the most influential management thinker in the world. Her work has been covered by the Wall Street Journal, New York Times, Washington Post, Financial Times, Psychology Today and Harvard Business Review, and been drawn upon by companies including Google, Pixar and Microsoft. She joined us on Secret Leaders to talk more about her new book ‘Right Kind of Wrong: Why Learning to Fail Can Teach us to Thrive' which provides the science and solutions for us to promote greater innovation, efficiency and safety – both across the workplace and in our personal lives. ----------------------------- We'd love your feedback hello@secretleaders.com Sponsor links: vorboss.com/secretleaders scoreapp.com/secretleaders personio.com/secretleaders vanta.com/secretleaders
In episode 115, I spoke with Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School and author of "Right Kind of Wrong: The Science of Failing Well". In this follow up episode, I wanted to highlight for you, the four basic tools we can master, in order to learn how to fail well. Grab a pen and paper and let's start practicing together! Get the book HERE! https://www.linkedin.com/in/amycedmondson/ https://twitter.com/AmyCEdmondson https://www.instagram.com/amycedmondson/ #self improvement #resilience #productivity #creating habits --- Support this podcast: https://podcasters.spotify.com/pod/show/mindbodyspace/support
If you're human, then you've felt the disappointment of failure. Amy Edmondson, Novartis Professor of Leadership and Management at Harvard Business School, helps us reframe the concept of failure, both in our personal and professional lives by sharing her research backed insights. Whoever you are in the world, this episode will help you discover intelligent failure so that you can limit preventable failures, stress and thrive. Amy Edmondson's Website: https://amycedmondson.com/ “Amy Edmondson, one of our finest business minds, offers a bold new perspective on human fallibility. With a graceful mix of scientific research and practical advice, she shows how to transform failure from an obstacle to a stepping stone — from a weight that holds us back to a wind that propels us forward. RIGHT KIND OF WRONG is a guidebook for our times.” —Daniel H. Pink, #1 New York Times bestselling author of THE POWER OF REGRET and DRIVE Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, renowned for her research on psychological safety over twenty years. Her award-winning work has appeared in The New York Times, The Wall Street Journal, the Financial Times, Psychology Today, Fast Company, Harvard Business Review, and more. Named by Thinkers50 in 2021 as the #1 Management Thinker in the world, Edmondson's TED Talk “How to Turn a Group of Strangers into a Team” has been viewed over three million times. She received her PhD, AM, and AB from Harvard University. She lives in Cambridge, Massachusetts, and is the author of Right Kind of Wrong, The Fearless Organization, and Teaming. https://www.linkedin.com/in/amycedmondson/ https://twitter.com/AmyCEdmondson https://www.instagram.com/amycedmondson/ https://www.simonandschuster.com/books/Right-Kind-of-Wrong/Amy-C-Edmondson/9781982195069 Watch Amy's TED talk: HERE --- Support this podcast: https://podcasters.spotify.com/pod/show/mindbodyspace/support
Amy Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School. Renowned for her world-leading research into the concept of psychological safety, Edmondson has been named by Thinkers50 as the most influential management thinker in the world.In her new book, Right Kind of Wrong, Amy Edmondson - the world's most influential organisational psychologist - reveals how we get failure wrong, and how to get it right. She draws on a lifetime's research into the science of 'psychological safety' to show that the most successful cultures are those in which you can fail openly, without your mistakes being held against you.She introduces the three archetypes of failure - simple, complex and intelligent - and explains how to harness the revolutionary potential of the good ones (and eliminate the bad). And she tells vivid stories ranging from the history of open heart surgery to the Columbia Space Shuttle disaster, all to ask a simple, provocative question: What if it is only by learning to fail that we can hope to truly succeed? Hosted on Acast. See acast.com/privacy for more information.
Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, renowned for her research on psychological safety over twenty years. Her award-winning work has appeared in The New York Times, The Wall Street Journal, the Financial Times, Psychology Today, Fast Company, Harvard Business Review, and more. Named by Thinkers50 in 2021 as the #1 Management Thinker in the world, Edmondson's TED Talk “How to Turn a Group of Strangers into a Team” has been viewed over three million times. She received her PhD, AM, and AB from Harvard University. Her latest book is titled: The Right Kind of Wrong: The Science of Failing Well. Some interesting insights from this episode: · A good failure is an undesired outcome that brings you new knowledge that could have not been gained any other way. It should be just big enough to get new information without wasting unnecessary time. · Most of us have shifted from curiosity and learning in our childhood to defensiveness and self-protection in our adulthood because of the belief that we had to be right or successful to be worthy. · Psychological safety Is a belief that one can take interpersonal risks without the fear of punishment or rejection. · You need psychological safety in order to cultivate a culture of intelligent failure. · Reframing is one of the techniques we can use to learn from failure. It's the ability to challenge the automatic thinking and come up with a healthier, more productive way to think about the same situation. · A culture of accountability and high-performance standards can coexist with a culture of psychological safety and embracing failure. · “The easiest way to not fail at all is to not take risks at all.” · “Excellence is doing as well as you can in your chosen field and making a positive difference.” Notes: Books: Right Kind of Wrong: The Science of Failing Well The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth Websites: Amy Edmondson personal page Harvard Business School bio
EPISODE 1710: In this KEEN ON show, Andrew talks to Amy Edmondson, author of RIGHT KIND OF WRONG, about why we need to take smart risks which will result in more, rather than fewer, failures Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She is the author of 7 books and over 60 scholarly papers, published in academic and management outlets, such as Administrative Science Quarterly, Academy of Management Journal, and Harvard Business Review. She is a sought-after keynote speaker with a worldwide following. Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children. Learn more about your ad choices. Visit megaphone.fm/adchoices
“It's, you know, all but hardwired to resist failure, to not want to be blamed. You know, it's an instinct that's very, very powerful because we don't want to be rejected. We don't want to be thought less well of, which is why, you know, the things that I write about and let's face it, organizations that are truly world class, whether it's a scientific laboratory or, you know, an innovation department, or you know, a perfectly running assembly line, they are not natural places, right? They're not just left to their own devices, humans will create places like that. No, they're really hard work, good design, good leadership, kind of daily willingness to kind of stretch and grow independently and together. And the short way to put that is it takes effort to create a learning environment. It really does, but it can be done.” So says Amy Edmonson, the Novartis Professor of Leadership and Management at the Harvard Business School. Early in her career, she worked as the Chief Engineer for architect and inventor Buckminster Fuller, which started her on the road to reimagining how we're all impacted by the world around us. She then became the Director of Research at Pecos River Learning Centers, where she designed change programs in large companies. Now she's an academic, where she focuses on how teams function and evolve, along with the essential dynamics of collaboration required in environments that are informed by uncertainty and ambiguity. What sort of environments are those? Almost all work environments. A significant point of her research and focus is the necessity of psychological safety in teamwork and innovation—effectively, how do you create an environment where people feel like they can fail in the right direction, where they're learning and taking risks toward evolution and growth even when they might not get it right the first few—or few hundred—times? This is the focus of her latest book, Right Kind of Wrong: The Science of Failing Well. MORE FROM AMY EDMONSON: Right Kind of Wrong: The Science of Failing Well To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices
In this episode, Amy Edmondson, Novartis Professor of Leadership and Management at Harvard Business School, shares the importance of failing well and the challenges of admitting failure. She emphasizes the value of vulnerability and authenticity in building relationships and encourages taking smart risks. Edmondson also discusses the science behind failing and how self-awareness practices can help manage emotions and self-talk. Amy Edmondson is a renowned researcher on psychological safety and has been named the #1 Management Thinker in the world by Thinkers50 in 2021. Her TED Talk “How to Turn a Group of Strangers into a Team” has been viewed over three million times. Some highlights we explore: The three archetypes of failure: basic, complex, and intelligent The importance of embracing failures as discoveries and learning from them Reframing failure as a discovery The mindset needed to keep going despite failures How vulnerability and authenticity can build better relationships Taking smart risks and the risks of doing nothing Enjoy!
Ever been paralyzed by the fear of failing or judged by your mistakes? You're not alone. From school tests to career flops, we've all faced moments that shook our confidence. But what if failure is not an enemy but a stepping stone to success? My guest today, Amy Edmondson, is the Novartis Professor of Leadership at Harvard and author of the new book Right Kind of Wrong: The Science of Failing Well.
In her forthcoming book, Right Kind of Wrong: The Science of Failing Well, Amy Edmondson offers a new framework to think about, discuss, and practice failure wisely, using human fallibility as a tool for making ourselves and our organizations smarter.Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School and the author of seven books, including The Fearless Organization, which has been translated into more than 15 languages. She was ranked number one on the 2021 Thinkers50 list, a ranking of the world's most influential management thinkers.Together with Martin Reeves, Chairman of the BCG Henderson Institute, Edmondson discusses the distinctions that can help us separate good failure from bad, strategies to decrease the cost of learning, as well as practical actions for leaders to establish a culture where intelligent failure is predominant.Key topics discussed: 1:13 | The distinction between failing well and failing badly9:36 | How to avoid the "illusion of knowing" and mistaking a mental model for a fact12:02 | Institutional and leadership-level moves to create an environment where intelligent failure is predominant18:27 | How to decrease the cost of learning19:42 | Can AI help to analyze the potential for failure or identify learnable lessons and failure patterns?This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy
In this episode of Let Go & Lead, Maril talks with lauded author, scholar and Harvard Business School professor Amy Edmondson, whose pioneering research into psychological safety has massively impacted the world of work. Amy breaks down what psychological safety is, what it isn't and three key things leaders need to do to foster it. Over a ranging conversation, she and Maril discuss the immense importance of leaders in the middle; why leaders need to maintain a beginner's mind; and why psychological safety — or, as Amy defines it, “permission for candor” — must be balanced with a commitment to excellence for an organization to succeed. Learn about: 3:30 How to build a learning organization 7:03 Creating an environment of psychological safety 12:56 The changing dynamics of modern teams 20:23 Key misconceptions about psychological safety 22:51 Fostering psychological safety in uncertain times 32:32 The science of “Failing Well” 37:55 What leaders need to let go of — Amy C. Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School, a chair established to support the study of human interactions that lead to successful enterprises contributing to societal betterment. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and most recently ranked #1 in 2021. She also received the Breakthrough Idea Award in 2019 and the Talent Award in 2017 from the organization. She focuses her research on teaming, psychological safety and organizational learning, and her articles have been published in various academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Wiley), published in 2019, has been translated into 15 languages. Edmondson's upcoming book, Right Kind of Wrong: The Science of Failing Well (Atria), offers a framework for wise thinking, discussion and practice of failure, utilizing human fallibility as a tool for personal and organizational growth. The release date is set for September 5, 2023. ABOUT LET GO & LEAD Let Go & Lead is a leadership community created by Maril MacDonald, founder and CEO of Gagen MacDonald. Maril brings together provocateurs, pioneers, thought leaders and those leading the conversation around culture, transformation and change. Over the course of the past 12 years, Let Go & Lead has existed in many forms, from video interviews to resource guides to its current iteration as a podcast. At its core, it remains a place where people can access a diversity of perspectives on interdisciplinary approaches to leadership. Maril is also working on a book incorporating these insights gathered over the past several years from global leaders and change makers. Maril has interviewed over 120 leaders — from business to academia and nonprofits to the arts — through the years. In each conversation, from personal anecdotes to ground-breaking scientific analysis, she has probed the lessons learned in leadership. From these conversations, the Let Go & Lead framework has emerged. It is both a personal and organizational resource that aims to serve the individual leader or leadership at scale. ABOUT GAGEN MACDONALD At Gagen MacDonald, we are dedicated to helping organizations navigate the human struggle of change. We are a people-focused consulting firm and our passion is improving the employee experience — for everyone. For almost 25 years, we have been working with companies to create clarity from chaos by uniting employees across all levels around a single vision so they can achieve results and realize their future. We have been a pioneer in bringing humanity to strategy execution, leading in areas such as organizational communication, culture, leadership, and employee engagement. Our Vision is to lift all humanity by transforming the companies that transform the world. Full episodes also available on: Apple Podcasts: https://podcasts.apple.com/us/podcast/let-go-lead-with-maril-macdonald/id1454869525 Spotify: https://open.spotify.com/show/5Gaf7JXOckZMtkpsMtnjAj?si=WZjZkvfLTX2T4eaeB1PO2A Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9sZXRnb2xlYWQubGlic3luLmNvbS9yc3M — Gagen MacDonald is a strategy execution consulting firm that specializes in employee engagement, culture change and leadership development. Learn more at http://www.gagenmacdonald.com.
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