Podcasts about wrong the science

Everyone makes mistakes. How do we learn from them? Lessons from the classroom, the Air Force, and the world's deadliest infectious disease. SOURCES:Will Coleman, founder and C.E.O. of Alto.Amy Edmondson, professor of leadership management at Harvard Business School.Babak Javid, physician-scientist and associate director of the University of California, San Francisco Center for Tuberculosis.Gary Klein, cognitive psychologist and pioneer in the field of naturalistic decision making.Theresa MacPhail, medical anthropologist and associate professor of science & technology studies at the Stevens Institute of Technology.Roy Shalem, lecturer at Tel Aviv University.Samuel West, curator and founder of The Museum of Failure. RESOURCES:"A Golf Club Urinal, Colgate Lasagna and the Bitter Fight Over the Museum of Failure," by Zusha Elinson (Wall Street Journal, 2025).Right Kind of Wrong: The Science of Failing Well, by Amy Edmondson (2023).“You Think Failure Is Hard? So Is Learning From It,” by Lauren Eskreis-Winkler and Ayelet Fishbach (Perspectives on Psychological Science, 2022).“The Market for R&D Failures,” by Manuel Trajtenberg and Roy Shalem (SSRN, 2010).“Performing a Project Premortem,” by Gary Klein (Harvard Business Review, 2007). EXTRAS:"The Deadliest Disease in Human History," by People I (Mostly) Admire (2025).“How to Succeed at Failing,” series by Freakonomics Radio (2023).“Moncef Slaoui: ‘It's Unfortunate That It Takes a Crisis for This to Happen,'” by People I (Mostly) Admire (2020).

In medicine, failure can be catastrophic. It can also produce discoveries that save millions of lives. Tales from the front line, the lab, and the I.T. department. SOURCES:Amy Edmondson, professor of leadership management at Harvard Business School.Carole Hemmelgarn, co-founder of Patients for Patient Safety U.S. and director of the Clinical Quality, Safety & Leadership Master's program at Georgetown University.Gary Klein, cognitive psychologist and pioneer in the field of naturalistic decision making.Robert Langer, institute professor and head of the Langer Lab at the Massachusetts Institute of Technology.John Van Reenen, professor at the London School of Economics. RESOURCES:Right Kind of Wrong: The Science of Failing Well, by Amy Edmondson (2023).“Reconsidering the Application of Systems Thinking in Healthcare: The RaDonda Vaught Case,” by Connor Lusk, Elise DeForest, Gabriel Segarra, David M. Neyens, James H. Abernathy III, and Ken Catchpole (British Journal of Anaesthesia, 2022)."Estimates of preventable hospital deaths are too high, new study shows," by Bill Hathaway (Yale News, 2020).“Dispelling the Myth That Organizations Learn From Failure,” by Jeffrey Ray (SSRN, 2016).“A New, Evidence-Based Estimate of Patient Harms Associated With Hospital Care,” by John T. James (Journal of Patient Safety, 2013).To Err is Human: Building a Safer Health System, by the National Academy of Sciences (1999).“Polymers for the Sustained Release of Proteins and Other Macromolecules,” by Robert Langer and Judah Folkman (Nature, 1976).The Innovation and Diffusion Podcast, by John Van Reenen and Ruveyda Gozen. EXTRAS:"The Curious, Brilliant, Vanishing Mr. Feynman," series by Freakonomics Radio (2024).“Will a Covid-19 Vaccine Change the Future of Medical Research?” by Freakonomics Radio (2020).“Bad Medicine, Part 3: Death by Diagnosis,” by Freakonomics Radio (2016).

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.

We tend to think of tragedies as a single terrible moment, rather than the result of multiple bad decisions. Can this pattern be reversed? We try — with stories about wildfires, school shootings, and love. SOURCES:Amy Edmondson, professor of leadership management at Harvard Business School.Helen Fisher, former senior research fellow at The Kinsey Institute and former chief science advisor to Match.com.Ed Galea, founding director of the Fire Safety Engineering Group at the University of Greenwich.Gary Klein, cognitive psychologist and pioneer in the field of naturalistic decision making.David Riedman, founder of the K-12 School Shooting Database.Aaron Stark, head cashier at Lowe's and keynote speaker.John Van Reenen, professor at the London School of Economics. RESOURCES:"Ethan Crumbley: Parents of Michigan school gunman sentenced to at least 10 years," by Brandon Drenon (New York Times, 2024).Right Kind of Wrong: The Science of Failing Well, by Amy Edmondson (2023)."How Fire Turned Lahaina Into a Death Trap," by Nicholas Bogel-Burroughs, Serge F. Kovaleski, Shawn Hubler, and Riley Mellen (The New York Times, 2023).The Violence Project: How to Stop a Mass Shooting Epidemic, by Jillian Peterson and James Densley (2021)."I Was Almost A School Shooter," by Aaron Stark (TEDxBoulder, 2018). EXTRAS: "Is Perfectionism Ruining Your Life?" by People I (Mostly) Admire (2023)."Why Did You Marry That Person?" by Freakonomics Radio (2022)."What Do We Really Learn From Failure?" by No Stupid Questions (2021)."How to Fail Like a Pro," by Freakonomics Radio (2019)."Failure Is Your Friend," by Freakonomics Radio (2014).

In this final episode of the podcast before beginning his research sabbatical, your host Dr. Nathan Reiger welcomes high performing teams expert and scholar Amy Edmonson. She is a Professor of Leadership at Harvard Business School, author, and pioneer in the role of psychological safety in high performing teams. This conversation explores the science of failure and insights from Amy's new book Right Kind of Wrong: The Science of Failing Well, including the empowering components of compassion, vulnerability, and intelligent failure.    Key Takeaways: [3:05] What piqued Amy's interest in the topic of failure?  [4:15] The three main kinds of failure.  [6:12] What role does psychological safety play in failing well?  [9:56] Compassionate accountability is essential in conflict.  [11:32] The relationship between trust and conflict.  [12:02] Compassion mindset is essential in failing well.  [15:55] High performing teams don't always make more errors, but they report them quickly.  [17:55] What makes a failure intelligent?  [21:36] Failure is an option, not trying is not an option.  [22:44] Why should we acknowledge vulnerability to self and others?   [28:03] Amy's favorite visuals and tales of failure from Right Kind of Wrong: The Science of Failing Well.  [32:45] The potential role of AI in the face of complex failure.  [36:48] Amy's response to massive failure, such as plane crashes.  [38:30] Amy is a coping role model for failing well.    Mentioned in this episode: The Compassion Mindset Compassionate Accountability: How Leaders Build Connection and Get Results, Nate Regier Visit Next-Element   Right Kind of Wrong: The Science of Failing Well by Amy Edmonson  Amy Edmondson on LinkedIn   The Compassionate Accountability Podcast is produced in partnership with Podfly Productions.   

Can failure be the secret ingredient to our success? As we stand on the brink of a new year, it's time to rethink how we perceive failure. Contrary to the traditional view of setbacks as purely negative, this episode unpacks the transformative concept of "failing well," inspired by Amy Edmondson's groundbreaking book, "The Right Kind of Wrong." We dissect failures into three categories: preventable, complex, and intelligent. Understanding these distinctions not only heightens our resilience but also enhances our capacity for growth, both personally and professionally. Through this lens, we discuss the importance of intelligent failure, where venturing into uncharted territories becomes a fertile ground for innovation and learning. As we prepare for 2025, the challenge is to embrace failure as a driving force for growth. By adopting acronyms like "First Attempt In Learning" and "From Action, I Learn," we emphasize the significance of learning through doing and experimenting. Rather than waiting for unattainable perfection, we learn valuable lessons through action and can use this feedback as a pivotal and far more accurate tool for refinement as opposed to reflection alone. With this mindset, we transform failures into valuable insights, enabling us to stretch our capabilities, refine our strategies, and ultimately, achieve a more enriching and fruitful year ahead. Let's get started! What You'll Learn: • Why our unhealthy relationship with failure holds us back. • Embracing intelligent failures as a catalyst for growth. • F.A.I.L. forward to achieve your goals.  • How to adopt a growth mindset for failure. • The importance of learning through action and experimentation Podcast Timestamps: (00:00) - What is Your Relationship with Failure? (04:20) - Not All Failures Are Created Equal (08:01) - Embracing Intelligent Failures for Innovation (19:06) – Looking Forward to 2025 Key Topics Discussed: Positive Leadership, Dealing with Failure, Achieving Success, Pursuing Goals, Amy Edmondson, Preventable Failures, Complex Failures, Intelligent Failures, Continuous Learning, Growth Mindset, Embracing Innovation, Minimum Viable Product, Feedback Through Action, Building Resilience, Insight Through Action, Embracing Challenges, Capitalizing on Opportunities, CEO Success More of Do Good to Lead Well: Website: https://craigdowden.com/ LinkedIn: https://www.linkedin.com/in/craigdowden/ Mentions:Right Kind of Wrong: The Science of Failing Well by Amy Edmondson

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.

Are you a leader who wants to help your team learn to risk more and fail well? In this episode, Harvard Business School professor Amy C. Edmondson sits down with our Jason Jaggard to unpack her research behind her latest book, The Right Kind of Wrong: The Science of Failing Well. Their conversation includes the difference between a mistake and a failure, the 3 categories of failures, and how to encourage a team to experiment and learn quickly.

In this episode of Transform Your Workplace, Brandon Laws interviews Harvard professor Amy Edmondson, diving into the idea of "intelligent failure" and the importance of fostering psychological safety within teams. Edmondson, author of The Right Kind of Wrong: The Science of Failing Well, shares insights on how stepping into unfamiliar territory often brings failure but also opens the door to critical learning experiences. Tune in to discover how leaders can cultivate an environment where employees feel empowered to take risks, address mistakes openly, and drive ongoing growth and innovation.   TAKEAWAYS Failure can lead to valuable insights if approached thoughtfully. Creating an environment where employees feel safe to voice concerns and admit mistakes is essential for fostering innovation and improvement. Teams that embrace failure as a learning opportunity are more likely to develop new ideas, improve processes, and grow from their experiences. Encouraging employees to take calculated risks without fear of judgment is critical to driving creativity and progress in the workplace. While fear can sometimes be helpful in dangerous situations, interpersonal fear in the workplace can stifle communication, prevent learning, and create unnecessary barriers. It's important to take the time to reflect on failures holistically, gathering insights from all team members to understand what went wrong and how to improve.   A QUICK GLIMPSE INTO OUR PODCAST 

To fail is human.It's built into our experience from childhood.We begin to walk and we fall.We begin a project, we work toward a goal, or we start a business and we may fail.We experience these moments -When we are engaged in learning, When we are moving toward something we care about And we come up short.And in these moments there is an opportunity for practice -Learning to relate to these moments from a place curiosity, care, and compassion (vs. criticism, blame, and judgment).In my recent conversation with Amy Edmondson we dove into the topic of failure and explored this opportunity under the backdrop of larger questions:How do we stay open to learning in the face of failure?How do we stay open in the moments where we come up short?Today's practice (which is being re-released) offers some options for opening that build upon the conversation with Amy and the insights that came out of it, including:An invitation to slow downTo breathe deeplyAnd to make an intentional shift to curiosity, awareness, and compassion.When you do, it may just open up more opportunities for learning, growth, and getting better next time.If you want to dive deeper into this topic I would encourage you to check out the interview with Amy Edmondson (if you haven't already):Meeting Failure with Curiosity and Compassion | Dr. Amy EdmondsonOr  pick up a copy of her book: Right Kind of Wrong: The Science of Failing WellThank you for your practice.I look forward to continuing together next Thursday!-JoshuaLooking for more practice opportunities? Check out:LIVE 6 Week Training in Positive Neuroplasticity with Joshua (begins October 5th, 2024)Free Meditation Events - 60 minute gatherings with Joshua held 2x a month over zoomThe Practice Pass - An annual membership that gives you on-demand access to robust practice experiences including the 28-Day Practicing Courage Challenge, The 5-Day Transforming Stress Challenge and the brand NEW Creativity Challenge.The FREE Practice LibrarySupport the show

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

“Failure is not an option”, “success is key”… Have you often heard those types of “encouragements” from coaches, parents, teachers or your boss?  Yet, who has never failed? And more importantly, isn't it counter-productive to deny failure?  Today, I am glad to share a different and much more efficient conception as I received Amy Edmondson in the podcast as she just launched her new book “Right Kind of Wrong: The Science of Failing Well”. My discussion with her echoed the episode with Dorie Clark onthe concept of “Reinventing yourself”. You can find it here: https://thepositiveleadershippodcast.buzzsprout.com/1798971/15190709-reinventing-yourself-with-dorie-clark I can't help but think of my episode with Jesper Brodin, CEO of Ingka Group | IKEA. During our conversation, we explored the question, 'How do you create a culture that empowers people to take risks?' It's available here: https://thepositiveleadershippodcast.buzzsprout.com/1798971/13835787-learning-to-embrace-risk-with-jesper-brodin Subscribe now to JP's free monthly newsletter "Positive Leadership and You" on LinkedIn to transform your positive impact today: https://www.linkedin.com/newsletters/positive-leadership-you-6970390170017669121/

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  

In early 2003, the Space Shuttle Columbia disintegrated as it re-entered the earth's atmosphere. All seven astronauts on board were killed. This was not the first NASA mission to end in disaster, and it inspired Harvard Business School professor Amy Edmondson to write a business case about what went wrong. Edmondson studies psychological safety and organizational learning. Her most recent book is Right Kind of Wrong: The Science of Failing Well. In this episode, she breaks down the organizational challenges within NASA that contributed to the Columbia tragedy, offering a window into the organization's leadership. Edmondson also shares lessons for all leaders about the dangers of unyielding hierarchy and of failing to listen to dissenting voices. Key episode topics include: leadership, managing people, organizational culture, operations and supply chain management, NASA, hierarchy, science. HBR On Leadership curates the best case studies and conversations with the world's top business and management experts, to help you unlock the best in those around you. New episodes every week. · Listen to the original Cold Call episode: The Space Shuttle Columbia's Final Mission (2016)· Find more episodes of Cold Call· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org]]>

“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.

What does it mean to ‘fail' well? How can you use the art of ‘failing' to create a thriving organisation? What metrics do you need to gauge whether you are failing well? As we mark the 200th episode of the Digital HR Leaders podcast, host David Green welcomes back Amy Edmondson, a renowned professor at Harvard Business School and a leading voice on psychological safety, to explore these very questions. Tune in as they discuss: The evolution of psychological safety in a post-pandemic world How to effectively embed psychological safety into organisational culture to support innovation and healthy experimentation Insights from Amy's latest book, "Right Kind of Wrong: The Science of Failing Well," including the three failure archetypes Strategies for HR to overcome the fear of failure The importance of distinguishing between good and bad failures Advice for HR and people leaders on embedding a failure culture within their organisations How data can be used to gauge whether an organisation is "failing well" Whether you are an HR Leader aiming to innovate and overcome growth challenges, or are simply interested in the science of psychological safety, this episode is a must-listen. Support from this podcast comes from HiBob, who brings us Bob, the most usable enterprise HCM according to Nucleus Research. Bob is rated the most usable HCM solution in Nucleus Research's 2024 Enterprise HCM Value Matrix. Bob delivers tangible results for organisations through ease of use and fast setup, like for this US-based CRM vendor that achieved a 228% ROI. Need proof? Read how Bob increased productivity and reduced software costs by downloading the Nucleus ROI study here.  Links to Resources: Amy Edmondson on LinkedIn: Amy Edmondson Amy's Book: Right Kind of Wrong: The Science of Failing Well HiBob Platform: HiBob MyHRFuture Academy: MyHRFuture Insight222: Insight222 Hosted on Acast. See acast.com/privacy for more information.

“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.

This week, your host, Dan Neumann, is joined by an external guest: Kristen Belcher, a Software Developer turned Agile Coach. In this episode, they discuss liberating structures, simple and subtle tools that can help everyone attending a group event contribute and be included. They dive deep into some of the Liberating Structures, such as 1-2-4-All, Drawing Together, Purpose-to-Practice, and TRIZ. Listen to this thoughtful conversation and get ready to apply some of these practices to the next event you facilitate.   Key Takeaways Many structures we use with groups, like presentations, status reports, and even tight discussions, tend to fail because they don't have space for all the participants' voices or allow members to think “outside the box.” Sometimes, there is even no structure at all. Liberating structures are the tools that liberate everyone in the conversation to contribute and be included. We all have different participation styles: thinkers, talkers, and quiet ones. We all communicate in unique manners, and our input is equally valuable. There are 33 liberating structures. One Liberating Structure is 1-2-4-All. You can apply it starting with 1: People have time to think on their own. Then 2: They pair up and discuss with another person. Then 4: The pairs will pair, generating themes and sharing what they learn. Finally, All: Where everybody can share their ideas. Even though everyone won't be allowed to speak to the large group, they had the chance to contribute in the previous instances. Another Liberating Structure is called Drawing Together. Everyone needs to draw a picture using the same shapes (no artistic ability is required). Every shape has a significance: Circles stand for wholeness, rectangles represent support, triangles represent goals, spirals represent changes, and the stick or star persons represent relationships. The group interprets a picture, and these views are the kickstart for a discussion. Purpose-to-Practice is a tool for identifying our main purpose and rooting the members together. It helps realize who must be included to achieve a shared purpose. TRIZ is the liberating structure created to assess the absolute worst scenario that can happen. When choosing a liberating structure, you must match it with the problem you are trying to solve in a group. First, you need to frame the problem to find the right tool to approach it. It's a good idea to have a Plan A and a Plan B for facilitation. How can you start applying Liberating Structures? When approaching liberating structures, you will first learn what they are for, then how to approach the space, how people participate, groups, and the sequence of steps to be followed. The material also provides time allocations. You will receive minimum specifications of how the liberating structures are set up. There is no specific script about how you should facilitate. Be comfortable doing something uncomfortable and new.   Mentioned in this Episode: LiberatingStructures.com Download the Liberating Structures App The Art of Gathering, by Priya Parker The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, by Amy C. Edmondson Right Kind of Wrong: The Science of Failing Well. by Amy C. Edmondson   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!  

Join Brian and Bernie Maloney as they explore the transformative power of mental models, emphasizing the shift from a mechanistic to an organic mindset in Agile organizations. Overview In this episode, Brian and Bernie Maloney discuss the profound impact of mental models on organizational culture. Bernie delves into how our beliefs and assumptions shape our thinking and behavior, particularly within Agile environments. He discusses the importance of transitioning from a mechanistic to an organic mindset, focusing on problem-solving rather than merely delivering solutions. The conversation also highlights the role of psychological safety in fostering a culture of experimentation and learning. Bernie shares valuable resources, including Amy Edmondson's 'The Right Kind of Wrong,' to further explore these concepts. Tune in for insightful strategies for enhancing your organization's agility and effectiveness. Listen Now to Discover: [1:03] - Brian welcomes Certified Scrum Trainer® and Principal at Power By Teams, Bernie Maloney, to the show. [2:15] - Bernie delves into the concept of mental models, sharing the origins of his philosophy of "making new mistakes" developed during his time at Hewlett Packard. [5:55] - Bernie illustrates the power of mental models and belief by sharing a compelling example that brings these concepts to life. [13:46] - Join us for a Certified Scrum Product Owner® Training, where a year of coaching and development with Mike Cohn, Brian, and the Agile Mentors Community of Agile leaders is included with your training. [14:39] - Bernie discusses how applying mental models can enhance the effectiveness of Agile transformations, creating a naturally adaptive and innovative climate. [18:12] - Bernie offers language as a powerful tool to support the shift to a new Mental Model. [23:30] - Bernie demonstrates the use of mental models for product owners through the Mobius Loop, providing actionable guidance and examples [26:27] - Brian shares a big thank you to Bernie for joining him on the show. [26:59] - If you enjoyed this episode, share it with a friend, and like and subscribe to the Agile Mentors Podcast so you never miss a new episode. [27:27] - If you’d like to continue this discussion, join the Agile Mentors Community. You get a year of free membership to that site by taking any class with Mountain Goat Software, such as CSM, CSPO, or Mike Cohn’s Better User Stories Course. We'd love to see you in one of Mountain Goat Software's classes. You can find the schedule here. References and resources mentioned in the show: Bernie Maloney Power By Teams Mobius Loop The Right Kind of Wrong: The Science of Failing Well by Amy Edmondson Agile Teams Learn From Spikes: Time Boxed Research Activities by Mike Cohn Certified Scrum Product Owner® Training Certified ScrumMaster® Training and Scrum Certification Mike Cohn’s Better User Stories Course Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Bernie Maloney is an Agile leadership coach and international speaker, leverages his 25 years of engineering and leadership experience to help teams and organizations unlock their full potential. Known for his engaging workshops and impactful coaching, Bernie believes in making performance breakthroughs both achievable and enjoyable. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We are back for another episode of the Agile Mentors Podcast. I am with you as always, Brian Milner. And today I have a very special guest with me. I have Mr. Bernie Maloney with me. Welcome in, Bernie. I am. Bernie Maloney (00:14) Thanks, Brian. Happy to be here. Brian (00:16) Great. I'm so excited to have Bernie here. Bernie and I have touched base for years over conferences. We've run into each other and had chats and shared our shared passion for Hawaii and other things. But Bernie was speaking at the recent conference and we've gotten into some conversations. I wanted him to come on because I wanted him to, first of all, if you're not familiar with Bernie, sorry, I see, I just want to jump right into it. If you're not familiar with Bernie, Bernie is a CST. He works at a company called Powered by Teams. He teaches classes, Scrum Master product owner classes and leadership classes and other things as well. But he is a principal at Powered by Teams. So just wanted to give you the basics there before we dive into anything. But the topic that we started to talk about that just as a jumping off place for us is a topic. the topic of mental models. So Bernie, why don't you explain to everyone how you define that, mental models. Bernie Maloney (01:23) So, Brian, this is a great topic. I find myself talking about it all the time. And y 'all, I warned Brian, like, he can press play on this, and it might be 15 minutes before he gets a word in edgewise here. It touches on mindset. It touches on a lot of topics. My talk that Brian was referencing at the recent Scrum gathering in New Orleans was make new mistakes, leadership lessons from an Agile success. which goes back to where I really kind of cut my teeth in Agile at Hewlett Packard. See, I'm a mechanical engineer by training. And I cut my teeth in Agile in the consumer PC division at HP about, this is scary to say y 'all, okay, about 27 years ago starting at this point. And some of the fun stuff, it was a bang up enterprise. It was the fastest business in HP's history to hit a billion dollars. And it was just... Brian (02:05) Yeah. Bernie Maloney (02:18) a great proving ground. We had hardware, we had software, we had distributed teams where volume manufacturing was in Asia, engineering was here where I am in Silicon Valley. Go -to -market for Europe was in Grenoble, France. We had high volume. Some of our products had 100 ,000 units in a single model run, with like 200 models in Europe on a quarterly basis at times. So high volume, high mix, tight margins from a business perspective. A lot of technology products want to have 20 % to 30 % gross margins. That's before you start taking off deductions like expenses and salaries and things like that. On a good day, we had 8 % gross margins for Christmas products, maybe 2 % gross margins. We used to refer to it as we were shipping rotting bananas. And like I said, I was there. When I started, we were shipping six products a quarter. We grew to 20. By the time I left after eight years, we were doing 200 products a quarter in Europe alone. Brian (03:04) Ha ha. Bernie Maloney (03:16) hardware, software, distributed teams, high volume, high mix. And we did all that with weekly iterations of a plan. At one point in my career, I was tactically responsible for the delivery of 2 % of HP's top line revenue with zero direct reports. And part of the secret sauce of success in that organization was really that mental model of make new mistakes. So that's where the talk title comes from. And in fact, makenewmistakes .com will point to poweredbyteams .com because I own that domain too. But that mental model really helped the organization thrive and not just survive. We went from like a number one to a number five share. Sorry, from a number five to a number one the other way around. Because the founding executives recognized that in that tide of a market, mistakes were probably going to happen. And so what they did is they established the psychological safety. Wow, look, there's another great topic. Make new mistakes. You knew that if it was an honest mistake, it would be forgiven. Just don't make it again. Get the lesson is one of the things that they said. I can even tell you the story about the weekend I blew a million dollars of HP's money and I was forgiven, but you'll have to come to a conference talk for that. So that was just like a great experience. And... Brian (04:32) Wow. Bernie Maloney (04:39) After that experience, I went on to TVs. Another part of my background is I shipped the very first internet connected TVs. Look it up, the Media Smart 3760 from HP. It shipped even before Apple TV. It bombed. Okay, it was way ahead of its time. But I recognized that that had been such a joyride. And then I recognized some other stuff that really gets into the psychological, the mental aspects of leadership, high performing teams. And I could, Brian, I could talk about that too, but okay. But that kind of got me to recognize that with those skills, the success that I had experienced at HP could probably be replicated. That's kind of been the path that I've been on for the past 15 years is really helping organizations go along that path. So mental models can be really big. Let me give everybody here an example. And so Brian, I'm going to speak to you as a way of illustrating mental models. So imagine you are physically where you are right now. Brian (05:24) Yeah. Bernie Maloney (05:37) but it is 150 years ago, okay? Imagine you're physically where you are right now, but it's 150 years ago. Now, Brian, let me ask you, can man fly? Brian (05:47) boy, you're testing my history knowledge. Bernie Maloney (05:52) Okay, make it 200 years ago, okay? That makes it easier. Okay, cool. Great, now fast forward to the present. Brian, let me ask you, can man fly? Brian (05:54) No, yeah, no. Yes. Bernie Maloney (06:02) What changed? Nothing about the laws of physical reality. It was just your mental model of what for man to fly means. That's the power of belief, okay? And belief limits a whole bunch of stuff in the way that people behave. So you'll hear Agilent talk all the time about, this is all about changing mindset. I'm probably, Brian, gonna give your listeners some ways of. Brian (06:06) invention. Bernie Maloney (06:30) changing mindset as we go through this, but that's going to illustrate the power of mental models. Now, a big one that I like to use that's specific to Agile comes from Gabby Benefield. She's an Agilist out of the UK, and it's called the Mobius Loop. And I think she's got the domain mobiusloop .com. So everybody can imagine a Mobius Loop. Okay. And what I really like about this model for her... Brian (06:32) Sure, yeah, please. Yeah. Bernie Maloney (06:56) i s the right -hand half is what a lot of organizations think Agile is. Build, measure, learn, build, measure, learn. The whole idea of the build trap that we talk about in Agile. It's all about the delivery of a solution. Okay? But the left -hand half is all about the discovery of the problem. Okay? And the discovery of the customer. And that's a part of Agile too that most organizations overlook. So you got to ask why. And it comes down to kind of mental models. So when I was at Persistent, if you go look me up on LinkedIn, you'll find some of my employment history. I was at Persistent for a while. They had a really good mental model. And it's something I still use when I go into a client. And they would talk about there's kind of three eras of a company culture. And so culture is really the environment that an organization lives within. And there's an era. where cultures were formed before the internet. So things like finance and government and mining and manufacturing and oil and gas field developed. I mean, I've had clients in all of these areas. And in that sort of an environment, okay, it was, well, an era. One of the things I'll ask, and Brian, I'll kind of like let you represent the audience. Would you say in general, the people that you work with, the markets that they serve, Are they moving faster and all up into a thumbs up, slower, thumbs down, or about the same, thumbs sideways? Are the markets moving faster, slower, or about the same as they were, say, five or 10 years ago? Brian (08:32) I think everything's moving faster, yeah. Bernie Maloney (08:34) Cool. Okay. Now, how about the technology that your clients use to solve problems for that market? You know, moving faster, thumbs up, slower, thumbs down, or about the same as it was, say, five or 10 years ago. Faster. Yeah, cool. Okay. Now, when things are moving faster, thumbs up for yes, thumbs down for no. Do they always move in a straight line? Brian (08:46) No, faster. No, not always. Bernie Maloney (08:56) Okay, cool. So now things are moving faster, but they're not moving in a straight line. So let me ask you, do most organizations try and plan and predict? Is it possible for you to plan and predict when things are moving faster and they're not moving in a straight line? Is it easier or harder to plan and predict? Brian (09:19) I think it's definitely harder. Bernie Maloney (09:21) Yeah, but organizations are trying to do that, aren't they? And it's because their mental model is as a machine. So organizations born before the internet have a mental model of the entire organizational system being a machine, the industrial age, which you can plan and predict. They treat people like cogs in a machine. In fact, the thing that us Agilists will say is, when you say resources, did you mean people? See, that's... Brian (09:35) Yeah. Bernie Maloney (09:50) That's kind of now we're starting to get into some of the culture aspects of this because language actually forms culture. And so you'll hear Angela say, did you mean people? Like when that whole word of resources comes up. But organizations born before the internet, they've got one culture. Okay, they were born in an era of plan and predict. They've got a mental model of the system being a machine. And your listeners would probably agree most of them struggle with Agile. Okay, now there's another era born in the internet but not the cloud. So some examples like here in Silicon Valley, Cisco, PayPal, okay, lots of us have had exposure to them and lots of us recognize they still struggle with agile because agile wasn't really fully formed and articulated. Then there are organizations that were born in the cloud and so places like Striper Square and I use payments because I've had... clients in finance across all three of these eras. So Stripe or Square, they were born in the cloud where things were almost natively agile because the Agile Manifesto had been published by that point. They just inherently get agile. So these mental models of your organizational system being a machine get reflected in the language. So things like people or resources, it turns them into objects. It enables something I've heard called pencil management. Wear them down to a nub, go get a new one. In fact, if you do the research on where the word resources was first applied to human beings, it might shock some people. So I don't talk about that openly. They'll have to find me privately. I'll be happy to point you out the reference. And once I do, it's like, ooh. But one of the jokes I'll crack. And this is one of the ways that you can start to shift the language. If people call you resources, because you know that turns you into an object, start calling them overhead. Brian (11:23) Yeah. Ha ha ha. Bernie Maloney (11:48) Okay, it can kind of make the difference there. Okay, so, but you know, if things are moving faster and they're harder to plan and predict, that mental model needs to shift. In fact, in agile, we talk about you need to move to sense and respond. When things are moving faster, it's kind of like Gretzky, skate to where the puck is going. You need to sense and respond to the situation. So a better mental model instead of a mechanism is an organism. Because think about organisms, like cut yourself, it heals, okay? It senses and responds. Or like a forest fire comes in, wipes things out, and nature always kind of fills things back in. Sense and respond. This gets reflected in the language. So Brian, do your clients talk about metrics? Brian (12:37) Of course, yes. Bernie Maloney (12:38) Okay, cool. So do they talk about efficiency? Brian (12:41) I would say a lot of businesses will talk about that. Yeah, sure. Bernie Maloney (12:44) Yeah, cool. That's the language of machines. Probably better language is diagnostics instead of metrics. That invokes some of the curiosity. And probably instead of efficiency is effectiveness. One of the things I'll say is scrum is not efficient. It's not about utilization of capacity. It's about the production of value, which is all about effectiveness. See, efficiency or effective. Do you go to your doctor for an efficient treatment? or ineffective treatment, Brian. Brian (13:16) Effective, hopefully. Bernie Maloney (13:17) Awesome. Do you go for blood metrics or blood diagnostics? Brian (13:21) Yeah, diagnostics for sure. Bernie Maloney (13:23) Yeah, so now you're starting to get some hints about how you can start to shift the mental model. What you're really doing with Agile, y 'all, is you're shifting the culture, and culture is hard because it's not visible. The tools, the processes, the practices that folks like Brian and I will teach and coach, they're super visible, they're super valuable, but they're often not enough to start to change things. So, Brian, would you say most of your listeners are familiar? familiar with the language of Tuchman of forming, storming, norming, and performing. Brian (13:56) I'd say there's probably a good percentage, yeah. Bernie Maloney (13:58) Cool. I actually like to draw a Satir curve. So Bruce Tuckman, Virginia Satir, they were contemporaries. They were both just researching human systems. So Virginia did a performance axis on the vertical and a time axis on the horizontal. And the way Virginia described it is you're kind of going along in a certain status quo. And so you're kind of along that baseline. And then a foreign element enters and some change. And then you descend into chaos. And you can't see it. like your performance goes down until you have a transformative idea and then through some practice and integration, you rise to a new status quo. This happens to people all the time when they introduce changes in their life like New Year's resolutions. I'm going to get fit and healthy this year. You know, it's a beach body time. And you start doing it and it's like, this is so hard. You're in chaos. And what human beings want to do is they want to go back to the way things were instead of moving through. OK, this happens when you introduce agile into your organization. You'll hear Agilist talk about this as the Agile antibodies. You introduce it, this is so hard, and people want to go back to the way things were instead of kind of moving through. So the tools, the processes, the practices, they're really good, but they're not powerful enough. You got to start changing the culture. Culture is like what we all swim in, but climate is something that you can start to affect. So climate is a little bit closer in to your team, and you can start talking about these mental models. Like when I was at TiVo, I was hired into TiVo to bring Agile in because I had shipped TVs, I knew about Agile. And I was hired in on, I think I can say this now because we're more than a decade past. Have you all ever streamed anything? Yeah, okay. So TiVo was working on that in like 2009, 2010. I got to see that stuff and I was like, really wish I had taken off for them. But that program... Brian (15:42) yeah. Bernie Maloney (15:54) disbanded, okay, and the culture kind of spread in the organization. And I knew that this was a possibility, so when I brought it in, I made sure I didn't just work with my team that was doing a Skunk Works project, where we were just kind of doing some internal development that we weren't, you know, or stealth is probably a better word these days. So a stealth program inside of TiVo that you couldn't talk about. I knew that... when Agile would spread, it would hit some of this resistance, these antibodies. And so I made a case for bringing in people from outside my team so that it was familiar. And when that program disbanded, it organically spread on the cloud side of TiVo because of some of this stuff. So within your own team, you can kind of create a climate. And then when you start to see results like that, that's going to start attracting kind of the rest of the culture that's there. But these mental models, like shifting from mechanism to organism can really help an organization recognize where their limiting beliefs are about how things go. And it's going to be reflected in language. So if you like dive into anthropology a little bit, you're going to recognize that it's really well established. You can change a culture by starting to change the language. And all of us, okay, if you're observing what's going on in Eastern Ukraine here in 2024, that's what's going on. with the Russian occupation, they're changing the language because that's going to change the culture. That's why they're doing stuff like that. So, and even language starts to shape the mental models that you've got. A good example of something like that was when European, you know, when European explorers is the language I'll use, came to the Americas, the natives didn't really have a language for ship. And so they saw these people coming in floating on the water. And that was the way that they could describe it. So even language kind of gets into a cultural sort of a thing. So these are techniques that you can put into your toolkit. Start shifting the language to start shifting the culture, which can kind of help with the mental models. When you got the mental models, that's where the language starts to come from. If you don't have the mental models, you're probably not going to have the language. And I encourage all the folks I work with, start shifting from the whole idea of mechanism to organism. Okay, Brian, was that 15 minutes? Did I go on for as long as I predicted I would? Brian (18:27) About 15 minutes. Yeah. No, but I think that's a good point. There's a thing that I'll talk about a lot of times in my classes where I would all say, you know, the waterfall paradigm is one that's based on manufacturing. And there's a false understanding of what we're doing as manufacturing and it's not. It's more research and development. So you have to kind of shift the process to be one that's more conducive. to research and development. So that's very much in line with what you're talking about here. I love that. Bernie Maloney (19:01) Yeah. Do you think people would appreciate some book references that can kind of like help you? Okay. So specifically on that whole ethos of experimentalism that you just touched on, Brian, I'm currently going through Amy Edmondson's The Right Kind of Wrong. Really good book. Now, Amy is well known because she helped establish psychological safety as a super important topic in organizations. Brian (19:07) absolutely. Absolutely. Bernie Maloney (19:30) So she was coupled, I think, with Project Aristotle at Google. And in this book, she unpacked some really interesting stuff. She talks about failure, and there's types of failures. There's basic, there's complex, and there's intelligent failures. OK, intelligent failures, they're just native to science. You know things are going to go wrong. You're going to have Thomas Edison, the I Found 1 ,000 Ways. to do a light bulb wrong, sort of. That's like intelligent failure. Basic failure, she breaks down into, let's see, neglect and inattention. And those are the things that you really want to start to squeeze out of a system. With that mental model of a mechanism, I would say a lot of, call it management, tends to think of a lot of failures as basic failures. And that's where blame starts to come into a system. Okay, so now we're back into psychological safety. Okay, where you want to establish, you know, that was an honest mistake. Hence the talk title of make new mistakes. Okay, so you can have processes and procedures that can kind of squeeze out some of those basic failures. Complex in the middle is really interesting to talk about. As I'm getting into the material, she unpacks... Now, complex failures are those chain of events, you know, Brian (20:30) Yeah. Yeah. Bernie Maloney (20:54) This thing and this thing and this thing all had to line up and go wrong at the same time for this catastrophic failure to go on. And in medicine, which is where her original research was, they talk about it as Swiss cheese. And she says, if you go into a lot of medical administrators' offices, you're going to find some model of Swiss cheese there. Because they talk about it's like all the holes have to line up for something to go sideways on you. So complex failures. It's a chain of events, a bunch of little things. And she points out that in the research, these often happen when you have an over -constrained system where there's no slack, where you're trying to operate with, get this, Brian, 100 % efficiency. You're trying to load everybody up. So that is just like, it's not just juice on psychological safety, but like, looking at the whole idea of intelligent failures that we want to encourage versus constraining out basic failures versus working to reduce those complex failures and not just thinking complex failures are basic failures, but they're systemic failures that then might be part of the system, might be part of the mental model that's going on that's there. So super juicy stuff. Brian (22:11) Yeah, yeah, that's really good stuff. I've always loved Amy's work and I feel, you know, silly calling her Amy. But Amy Edmondson's work has always been great. Yeah, Professor Edmondson. She, the work on psychological safety, I think was just amazing. And the examples she used in her research are amazing. And, you know, all the stuff with Project Aristotle. Bernie Maloney (22:20) Okay, Professor Edmondson, yeah. Brian (22:36) I love the concept of psychological. I mean, again, not to make this the topic of our podcast, but, you know, I love the idea that they, they, they found that psychological safety was, so foundational that nothing else mattered. That if you didn't have that, that not no matter what else you layered on top of it, it would not fix the problem that you didn't have psychological safety. Bernie Maloney (22:58) Yep. And that's one of the reasons why I say Agile is actually a social technology more than anything else. I mean, that's why it's people and people over processes and tools. This is really a social technology that we deal in. Brian (23:10) That's a great way to put it. I love that social technology. Awesome. I love that. Bernie Maloney (23:14) So kind of talking about Amy and psychological safety and kind of all these systems that we're talking about, another mental model that I like to give particularly my product owners, going back to that Mobius loop. and like on the right hand side is all about delivery, okay, that's where you give team solutions to build. That's what a lot of organizations do. Versus on the left hand side with discovery, it's all about problems to solve. So I like to encourage my clients to instead of just giving people solutions to build, give them problems to solve. Now, for product owners, if you imagine like an onion that's kind of stretched out left to right, so kind of an odd long little onion. Brian (23:41) Yeah. Bernie Maloney (23:58) and on the far right is your sprint. And then as you go to the left, you're at a release, and further out to the left, you're in roadmap, and way further out into the left, you're into these vague things like vision. So product owners kind of deal with this whole span of things. And in between, product and sprint goals start to make things a little bit more concrete. Okay, and... One of the things I'll do for my product owners is I'll take that Mobius loop and I'll overlay it on a planning onion like that and go, do you get to see how, like what we're talking about here, you're starting out way vague in discovery and you're getting way more concrete as you get into delivery and into the sprint. And really the job of Agile and Scrum is both. It's not just about turn the crank on the machine. In fact, I think it's unfortunate that there's a book title out there of twice. the work in half the time. I actually like to pitch this as more it's about twice the value with half the stress. Okay, now as you imagine that Mobius loop kind of overlaid, one of the things I'll unpack for folks is when you're way out in that vision area, there's a lot of uncertainty that's there, okay? And you're actually going to have to do discovery. You may have to run some experiments. Brian (24:58) Yeah. Bernie Maloney (25:24) Okay, and it's only as you get closer into delivery that you want to get closer to certainty. And really, that's kind of the job of a product owner is squeezing uncertainty out of the system. Initially through discovery of the problem to solve, who to solve it for, what the market is, but it's the job of the whole team in Agile to squeeze that uncertainty out of the system. Brian, I'm sure you've had folks like talk about spikes. You ever have people get wrapped around the axle about like including spikes in their product backlog? Brian (25:48) Yeah, for sure. yeah, for sure. Bernie Maloney (25:54) Cool, the way that I frame that up, okay, so here's a mental model. That's just technical uncertainty that you've uncovered. Great, okay, so now we've got to go squeeze that uncertainty out of the system. So stop getting wrapped around the axle on stuff like this. Just like stop trying to plan and predict things. Instead, kind of get into sense and respond on all of them. And there, I've kind of brought it around full circle for you, Brian, for where we started. Brian (26:09) Yeah, no. No, that's great. That's great stuff. And I love the fact that we can bring it back full circle. Well, this is fascinating. And like you said, we could press play and go on this for another half hour very easily. But we'll be respectful of people's time here and keep it to our normal time length. Bernie, I can't thank you enough for coming on. I really appreciate you sharing your experience with us. And... what you've learned over your years of working in this profession. Bernie Maloney (26:50) Thank you so much for asking me, Brian

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.

Episode Notes In this episode of the Workplace Hugs podcast, Rami and Shannon delve into the concept of failure, exploring the three types: basic, complex, and intelligent. They discuss the importance of fostering a learning culture, drawing parallels to scientific experimentation where failure is not only expected but embraced as a crucial component of growth and innovation.

Pawel, a former middle school teacher in an alternative school, lays out how most of our adult problems were ones we first encountered in middle school. From social groups to complex problem solving, they show up again and again in life.He also talks about how being a high-masking AuDHDer showed up in life.Books mentioned: The Anxious Generation by Jonathan HaidtRight Kind of Wrong: The Science of Failing Well by Amy Edmondsonp.s. you may notice I never link to Amazon if I can help it... one way we can help the world is by avoiding Amazon purchases as much as possible!Resources:Like Your Brain community space (Pawel's not sharing social media links but is over here with us)Transcript DocEmail NewsletterLove Your Brain now has three elements you can choose from for more accessibility:Love Your Brain course contentGroup coaching and co-working callsDirect support from Mattia Hosted on Acast. See acast.com/privacy for more information.

Manifestation and Growth Mindset Connection Boost Your Performance with the Science of Manifestation and Growth Mindset Ever wondered how your mindset can shape your reality? In this episode of the MindBodySpace Podcast, Dr. Juna is joined by her intern, Christina Nelson, a psychology major from Barnard College. The pair delve into the scientific explanations behind concepts like manifestation and self-fulfilling prophecies, touching on key ideas like growth mindset and neuroplasticity.  They share practical tips for overcoming negative self-talk and using positive self-fulfilling prophecies to achieve personal goals. Learn about the steps involved in transforming your mindset and how scientific principles support the potential for personal growth and change. 01:40 Meet Christina Nelson: Rising Senior and Psychology Major 03:00 Understanding Manifestation and Self-Fulfilling Prophecies 05:43 Steps to Positive Self-Fulfilling Prophecies 19:28 Practical Tips for Social Situations 20:49 Conclusion and Further Resources Podcast on Spotify:  Podcast on Apple:   Instagram: https://www.instagram.com/mindbody_space/  LinkedIn: https://www.linkedin.com/company/mindbodyspace-llc/ YouTube: https://www.youtube.com/@MINDBODYSPACE Youtube: https://www.youtube.com/@fallasleepeasy More about MindBodySpace and monthly memberships for students K-12 and adults, coming up at https://mindbodyspace.com/  More resources: Amy Edmondson  Right Kind of Wrong: The Science of Failing Well with Dr. Amy Edmondson of Harvard Business School https://podcasts.apple.com/us/podcast/right-kind-of-wrong-the-science-of-failing-well/id1485846675?i=1000629555027  Episode 57 Visualization for peak performance https://podcasts.apple.com/us/podcast/57-visualization-for-peak-performance/id1485846675?i=1000500630019 Articles discussed: Manifesting trend https://www.nytimes.com/2024/03/09/opinion/manifesting-spirituality-america-reality.html#:~:text=The%20idea%20of%20manifesting%20as,that%20emerged%20during%20the%20pandemic. Neuroplasticity: https://en.wikipedia.org/wiki/Neuroplasticity Juggling: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2770457/ Scholz J,. (2009)  https://doi.org/10.1080/15298860290106805  --- Support this podcast: https://podcasters.spotify.com/pod/show/mindbodyspace/support

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.

Dr. Mary C. Murphy explains the downsides to the culture of genius—and shares an alternative path for transforming individuals, teams, and organizations. — YOU'LL LEARN — 1) The biggest misconceptions about the growth mindset 2) The optimal number of mistakes to make 3) How to deal with the four situations that trigger a fixed mindset Subscribe or visit AwesomeAtYourJob.com/ep967 for clickable versions of the links below. — ABOUT MARY — Mary C. Murphy is the Herman B Wells Endowed Professor of Psychological and Brain Sciences at Indiana University, Founding Director of the Summer Institute on Diversity at the Center for Advanced Study in the Behavioral Sciences at Stanford University, and Founder and CEO of the Equity Accelerator, a research and consulting organization that works with schools and companies to create more equitable learning and working environments through social and behavioral science. Murphy is the author of more than 100 publications and in 2019, was awarded the Presidential Early Career Award for Scientists and Engineers, the highest award bestowed on early career scholars by the U.S. government. She is also an elected fellow of the American Association for the Advancement of Science. Her research has been profiled in The New York Times, Forbes, Harvard Business Review, Scientific American, and NPR, among other outlets. Originally from San Antonio, Texas, she earned her BA from the University of Texas at Austin and her PhD in social psychology from Stanford University in 2007, mentored by Claude Steele and Carol Dweck. She splits her time between Bloomington, Indiana, and Palo Alto, California. Mary's new book on organizational mindset, Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations is available now. • Book: Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations • Assessment: Mindset Triggers Assessment • Substack: Culture Catalyst with Mary C. Murphy • Website: MaryCMurphy.com — RESOURCES MENTIONED IN THE SHOW — • Article: “The Magic Relationship Ratio, According to Science” by Kyle Benson • Storytelling Coach: Kymberlee Weil • Book: Right Kind of Wrong: The Science of Failing Well by Amy Edmondson • Book: Mindset: The New Psychology of Success by Carol Dweck • Past episode: 960: Surfacing Hidden Wisdom for Huge Breakthroughs: A Masterclass in Asking with Jeff Wetzler — THANK YOU, SPONSORS! — • Acorns. Start saving and investing for your future today with Acorns.com/awesome• 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.

Join the reconvened Center for Medical Simulation Book Club as we discuss Amy Edmondson's excellent "Right Kind of Wrong: The Science of Failing Well." Featuring Roxane Gardner, Grace Ng, Jenny Rudolph, Chris Roussin, Lon Setnik, Laura Gay Majerus, James Lipshaw, Henrique Arantes, Hannah Lawn, Melissa White, Saqib Dara, and Lia Cruz. In this episode: A mildly spicy conversation around using outcomes to determine if we've failed. When should we use the retrospect-oscope to determine whether we did a good job? Does it matter more that we land the jump or that we took the right steps to set it up? Two obvious lessons learned from the new era of college sports: You need to a) develop your people over time and then b) pay them enough that they stay.

The season during which you were born may have an effect on your health. This episode begins by revealing a study from a few years ago that shows some interesting differences in children who were born in the summer versus those born in winter, spring and fall. https://www.independent.co.uk/news/science/babies-born-in-winter-are-bigger-brighter-and-more-successful-5336850.html Some new and fascinating technologies are already starting to change lives around the world and will soon be affecting you. These are not far off in the distance technologies – they are here right now - from sponge cities to meat grown in a laboratory, to all the things that AI can do. Here to reveal and explain some of these new technologies is Jay Ingram. He hosts 2 national science programs in Canada, “Quirks & Quarks” on CBC radio and “Daily Planet” on Discovery Channel Canada. Jay is author of 19 books including, The Future of Us: The Science of What We'll Eat, Where We'll Live, and Who We'll Be (https://amzn.to/3WdMNqX). Failure is no fun – but it is inevitable. Failure turns out to be an excellent way to learn and improve our skills and abilities. Still, failure carries a stigma. People often believe that when you fail, it makes you a failure. Parents often want to protect their kids from failure. That turns out to be a very bad idea. So, we are going to talk about how to fail well with my guest, Amy Edmonson. Amy is a professor of leadership and management at the Harvard Business School and she is author the bestselling book, Right Kind of Wrong: The Science of Failing Well (https://amzn.to/3xRCxe0). How you handle and store the food you buy at the grocery store can lengthen or shorten the time before the food goes bad and you have to throw it away. Listen as I explain the best tips to keep food fresher longer. Source: Shop Smart magazine (no link) PLEASE SUPPORT OUR SPONSORS! Indeed is offering SYSK listeners a $75 Sponsored Job Credit to get your jobs more visibility at https://Indeed.com/SOMETHING We love the Think Fast, Talk Smart podcast! https://www.gsb.stanford.edu/business-podcasts/think-fast-talk-smart-podcast NerdWallet lets you compare top travel credit cards side-by-side to maximize your spending! Compare & find smarter credit cards, savings accounts, & more https://NerdWallet.com TurboTax Experts make all your moves count — filing with 100% accuracy and getting your max refund, guaranteed! See guarantee details at https://TurboTax.com/Guarantees Dell Technologies and Intel are pushing what technology can do, so great ideas can happen! Find out how to bring your ideas to life at https://Dell.com/WelcomeToNow eBay Motors has 122 million parts for your #1 ride-or-die, to make sure it stays running smoothly. Keep your ride alive at https://eBayMotors.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

To fail is human.It's built into our experience from childhood.We begin to walk and we fall.We begin a project, we work toward a goal, or we start a business and we may fail.We experience these moments -When we are engaged in learning, When we are moving toward something we care about And we come up short.And in these moments there is an opportunity for practice -Learning to relate to these moments from a place curiosity, care, and compassion (vs. criticism, blame, and judgment).In my recent conversation with Amy Edmondson we dove into the topic of failure and explored this opportunity under the backdrop of larger questions:How do we stay open to learning in the face of failure?How do we stay open in the moments where we come up short? Today's practice offers some options for opening that build upon the conversation with Amy and the insights that came out of it, including:An invitation to slow downTo breathe deeplyAnd to make an intentional shift to curiosity, awareness, and compassion.When you do, it may just open up more opportunities for learning, growth, and getting better next time. If you want to dive deeper into this topic I would encourage you to check out the interview with Amy Edmondson (if you haven't already):Meeting Failure with Curiosity and Compassion | Dr. Amy EdmondsonOr  pick up a copy of her book: Right Kind of Wrong: The Science of Failing WellThank you for your practice. I look forward to continuing together next Thursday!-JoshuaWant these practices delivered via text? If you are located in the U.S. text the word courage to 805-430-6801 to join Joshua's text community and you'll get a text once/week with a link directly to the practice. Looking for more practice opportunities? Check out:The Practice Pass - An annual membership that gives you on-demand access to robust practice experiences including the 28-Day Practicing Courage Challenge and The 5-Day Transforming Stress Challenge. Past Practicing Courage episodes in the podcast feedThe FREE Practice LibrarySupport the show

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

Struggling to learn from your mistakes? You're not alone. But what if you could use setbacks as stepping stones for growth? This podcast explores the power of failing forward, a practical approach that helps individuals and teams transform mistakes into valuable learning experiences. We'll delve into: Psychological safety: Discover how to cultivate a work environment (or personal space) where calculated risks are encouraged and learning from mistakes is celebrated. The science of learning: Explore how to analyze both successes and failures to maximize growth and development. "Intelligent failures": Learn why calculated risks can be your secret weapon for innovation and progress. Gain actionable insights on: Implementing a failing forward culture in your work environment. Overcoming common obstacles like fear of failure and resistance to change. Embracing experimentation to unlock fresh ideas and continuous improvement. This podcast equips you with the tools and strategies to: Transform your relationship with failure from a source of fear to a catalyst for growth. Unlock your full potential by mastering the art of learning from setbacks. Become a more resilient and adaptable individual in the face of challenges. This podcast is for anyone who wants to learn, grow, and thrive. No matter your background or goals, failing forward can help you achieve them. Chapters (00:00:00 - 00:02:00) Introduction: Failing Forward - Learning from Mistakes (00:02:00 - 00:09:00) The Price of Mistakes: Blaming vs. Learning Culture (00:09:00 - 00:13:00) Celebrating "Intelligent Failures" and Shifting Focus (00:13:00 - 00:20:00) Learning from All Experiences (00:20:00 - 00:27:00) Building Psychological Safety: Trust and Freedom (00:27:00 - 00:30:00) Leaders as Champions: Openness to Failure (00:30:00 - 00:37:00) Failing Forward in Action: Your Toolkit (00:37:00 - 00:40:00) Embracing Experimentation and Calculated Risks (00:40:00 - 00:42:00) Failing Forward: A Growth Mindset (00:42:00 - 00:44:00) Creating a Culture of Learning from Failure (00:44:00 - 00:45:00) Psychological Safety: The Forward-Thinking Workplace (00:45:00 - 00:50:00) Call to Action: Implement Failing Forward in Your Workplace (00:50:00 - 00:57:00) Common Obstacles and How to Overcome Them (00:57:00 - 00:58:20) Outro and Thank You Follow us on: * Tiktok- ⁠⁠https://www.tiktok.com/@t2_performance⁠⁠ * Instagram- ⁠⁠https://www.instagram.com/trans2performance/⁠⁠  *Youtube-⁠⁠https://www.youtube.com/@trans2performance/videos⁠⁠ * Facebook- ⁠⁠https://www.facebook.com/trans2performance⁠⁠  * Twitter- ⁠⁠https://twitter.com/Trans2P⁠⁠  * Linkedin- ⁠⁠https://www.linkedin.com/company/9404485/⁠⁠  Featuring: *Tracy Roberts, Head of Delivery & Consulting, Trans2 Performance *Bernice Casserly, Consultant, Trans2 Performance As mentioned, we've included some additional resources to continue your learning on this topic that you can find below Articles  https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/08/23/failing-forward-and-why-its-ok/?sh=424809561a51 Books to take your learning further Failing Forward: Turning Mistakes Into Stepping Stones for Success: https://www.goodreads.com/en/book/show/628070  Right Kind of Wrong: The Science of Failing Well: https://www.goodreads.com/book/show/101162068-right-kind-of-wrong?from_search=true&from_srp=true&qid=L3wXRYLYOJ&rank=1 --- Send in a voice message: https://podcasters.spotify.com/pod/show/thet2hubcast/message

Feeling stuck? It might be your fear of failure. Amy Edmondson, Novartis professor of leadership and management at Harvard Business School, joins us to talk about her new book, “The Right Kind of Wrong: The Science of Failing Well”— the 2023 Business Book of the Year. Renowned for her research on psychological safety, Amy talks about failing well, what types of failures to avoid, and why high performing teams report more errors than lower performing teams. Companies that learn from failures are also more likely to be innovative and agile. Enter the code "Better2024" and get $200 off the Great Place To Work For All Summit: For All Summit 2024 | Great Place To Work® Subscribe to the Great Place To Work company culture newsletter. Want to join our Great Place To Work community? Learn more about Certification. For a transcript of this episode, visit Amy Edmondson on How Failing Well Can Help Companies Thrive | Great Place To Work®

We all know Silicon Valley's mantra: fail fast, fail often. But when is it OK to fail in the real world? Harvard Business School professor Amy Edmondson says it depends on how and why you fail. She's an expert on psychological safety and the author of the book, Right Kind of Wrong: The Science of Failing Well. In this episode, she explains the difference between good and bad types of failures. One has to do with experimentation, while the other is rooted in inattention or lack of training. Edmondson also explores the downsides of not experimenting enough because your team fears failure. Key episode topics include: strategy, psychology, business failures, psychological safety, experimentation. HBR On Strategy curates the best case studies and conversations with the world's top business and management experts, to help you unlock new ways of doing business. New episodes every week. · Watch the original HBR New World of Work episode: It's OK to Fail, but You Have to Do It Right (2023)· Find more episodes of the New World of Work series on YouTube· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org]]>

Effective and productive teams and relationships are based on the ability to communicate safely and to fail successfully. In this episode, Amy Edmondson, a professor at Harvard Business School and author of The Right Kind of Wrong: The Science of Failing Well, shares profound insights on the different types of failure—basic, complex, and intelligent—and their implications for learning and innovation. In her conversation with host and Strategic Communications lecturer Matt Abrahams, Edmonson opens up about her struggles with failure, highlighting the importance of moving from rumination to reflection. This episode offers listeners a comprehensive guide to fostering an environment where failure is not feared but embraced as a crucial step toward growth and success.Episode Reference Links:Amy Edmondson: WebsiteAmy's Books: The Fearless Organization & Right Kind of Wrong Amy's paper with Ingrid Nembhard: Making it Safe: The Effects of Leader Inclusiveness Amy's admired communicator Nicolai Tangen's podcast: In Good CompanyEp.26 - Words Matter: How to Make Your Communication Inclusive: Website / YouTubeEp.112 - From Mistakes to “Missed Takes” : Youtube Connect:Email Questions & Feedback >>> thinkfast@stanford.eduEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn Page, Instagram, YouTubeMatt Abrahams >>> LinkedInStanford GSB >>> LinkedIn & TwitterChapters:(00:00:00) IntroductionMatt Abrahams introduces guest Amy Edmondson and her new book the Right Kind of Wrong: The Science of Failing Well.(00:01:38) Psychological Safety Communication StrategiesThe concept of psychological safety and its role in fostering open communication and risk-taking within teams.(00:05:36) Leader's Role in Creating a Safe EnvironmentA leader's role in acknowledging vulnerability and creating a culture of appreciation for candid feedback.(00:08:27) Empowering Every Team MemberBenefits of empowering every team member to contribute to psychological safety.(00:10:46) Understanding FailureThe importance of psychological safety in admitting mistakes and exploring the concept of failure.(00:14:07) Communicating About FailureHow leaders can effectively communicate about failures to encourage team learning and resilience. (00:18:34) Unequal Opportunity to FailThe unequal opportunity to fail, particularly for underrepresented groups.(00:20:39) The Final Three QuestionsAmy Edmondson shares her challenges with failure, a communicator she most admires, and three ingredients to a successful communication recipe.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week Scott is joined by author of "The Right Kind of Wrong: The Science of Failing Well". Scott and Amy discuss the encouragement of taking smart risks, reframing one's thinking to expect and accept more failure to gain greater success, and how to have a little fun when something doesn't work out. See omnystudio.com/listener for privacy information.

In this episode, Sara talks about the challenges and realities of startup entrepreneurship with guest Megan Murphy, a former product manager turned founder. Megan shares her journey from the corporate world to launching her own startup, focusing on the pitfalls, learning curves, and eventual decision to shut down her venture. Megan has held the VP Product role at Hotjar, where she led and scaled its product organization, and led the team through M&A. She previously held product leadership roles at N26 and Skyscanner. In 2022, she co-founded a startup that never found product-market fit. She decided to cut her losses and return capital to investors so that she could move on with her life. She is currently moving on before exploring what's next. 00:00 Intro02:40 Background & entrepreneurial shift07:59 Problem identification & validation13:24 Team building & product development18:10 Product-market fit challenges23:00 Iteration decision-making28:07 Addressing product limitations33:19 Market impact on startups38:00 Growth from startup experience43:18 Vision vs market reality48:27 Closure decision & outlook

I am so thrilled to introduce our latest episode featuring the incredible Lauren Houser, who brings seventeen years of experience as an assistant principal. Lauren shares her journey from unexpected twists, like taking a year off after graduation, to finding her true calling in education.We also dive deep into topics like the power of building relationships through looping (did you know Finland does it for up to six years?), the importance of failing forward in education, and how to lead well even when values clash. Plus, we even explore Lauren's unique perspective on discipline as the "playground of life" and why creating a culture of trust is at the heart of overcoming challenges.This is a candid conversation filled with incredible insights that will resonate with educators at all levels. You definitely won't want to miss this one!To learn more, order Jon's book, Just Teaching: Feedback, Engagement, and Well-Being for Each Student.The Just Schools Podcast is brought to you by the Baylor Center for School Leadership. Each week, we'll talk to catalytic educators who are doing amazing work.Be encouraged.Timestamps:[0:37] - Hear an introduction providing some information about Lauren's credentials.[2:01] - Lauren's journey into education took an unexpected turn from traditional teaching to looping through grades.[3:47] - Lauren shares how her educational journey continued as she transitioned from a teacher to an instructional coach.[5:30] - I discuss the positive impact of looping in education, emphasizing the importance of deep student-teacher relationships.[7:30] - Lauren highlights the significance of elementary teachers as experts in understanding and connecting with students.[9:54] - Focusing on common values when working with diverse leadership styles is crucial.[11:45] - Lauren emphasizes influential leadership, prioritizing relationships, and applies Leander's pillars—collaboration, ownership, improvement cycles, and resilience.[13:20] - I underscore the importance of influence in leadership and explore the concept of strategic failure.[15:04] - Lauren highlights the necessity of strategic failure in education, emphasizing the importance of reflection and growth.[18:05] - How does Lauren lean into her core mission and calling in her role as an educational leader?[20:23] - The role of sincerity in restoring community in education is discussed.[22:00] - What is some good advice and bad advice that Lauren has received?[25:08] - Lauren discusses the profound challenge of overcoming distrust and fear in education communities.[26:12] - What makes Lauren most optimistic about the year ahead?Connect on Social Media:Baylor MA in School LeadershipBaylor Doctorate in EducationJon Eckert: @eckertjonCenter for School Leadership at Baylor University: @baylorcslBooks Mentioned:Clay Scroggins - How to Lead When You're Not in Charge: Leveraging Influence When You Lack AuthorityAmy C. Edmondson - Right Kind of Wrong: The Science of Failing Well

In this episode of the HR Leaders Podcast, I was joined by acclaimed Harvard Business School Professor Amy C. Edmondson. Amy's latest research and book, "The Right Kind of Wrong: The Science of Failing Well," examines a topic most business leaders shy away from - how to productively learn from our failures and mistakes.

How can we balance our technical expertise with emotional intelligence and empathy to lead with impact? Dr. Kirstin Ferguson joins Kevin to discuss the evolving nature of leadership. Leadership with the head involves four key attributes – curiosity, wisdom, perspective, and capability. Leading with the head is tangible, it is the things we are good at, and it is what we have been rewarded for. While these attributes are necessary, we also need to lead with the heart. Dr. Ferguson shares heart-based attributes, which include humility, self-awareness, courage, and empathy. Combining both our head and our heart makes us better leaders and sets our team up for success. She also shares insights into leading in a remote/hybrid workplace. Listen For 00:08 Kevin Eikenberry on the evolving nature of leadership. 02:31 Discussion on Kirstin Ferguson's book about modern leadership. 03:41 Kirstin Ferguson's career journey and leadership experiences. 05:39 Evolution and concept of modern leadership. 07:01 Challenges in adapting to modern leadership expectations. 09:09 Leading with the head: curiosity, wisdom, perspective, capability. 14:34 Heart-based attributes of leadership: humility, self-awareness, courage, empathy. 18:36 Evaluation of modern leaders in contemporary settings. 23:25 Role of wisdom in leadership in the information age. 26:45 Challenges and strategies of remote leadership. Meet Kirstin Kirstin's Story: Dr. Kirstin Ferguson is the author of two books. Her latest book, Head & Heart: The Art of Modern Leadership debuted in the top 10 non-fiction bestseller list on release and has won numerous awards including being named one of the top 10 best new management books in the world (2023), Royal Society of Arts Career Book Award (2023), Australian Business Book Awards leadership category shortlist (2023), and North American Porchlight Business Book Awards leadership category shortlist (2023). She is one of the world's most recognized leadership experts and has been ranked as one of the top 50 management thinkers in the world. Kirstin spent fifteen years as a board chair and company director, sitting on a wide range of private company, large publicly listed and government boards. These roles also included an appointment by the Australian Prime Minister as Acting Chair and Deputy Chair of the Australian Broadcasting Corporation. Kirstin's executive career included roles as CEO of a global consulting firm and a senior executive at a leading corporate law firm. Kirstin began her career as an Officer in the Royal Australian Air Force. In 2023, Kirstin was recognized as a Member of the Order of Australia for her significant contributions to business and gender equality. Kirstin also has a PhD in leadership and culture and is an Adjunct Professor at the QUT School of Business. Kirstin also has honors degrees in Law and History. http://www.kirstinferguson.com/ http://www.headheartleader.com/ https://twitter.com/kirstinferguson https://www.linkedin.com/in/kirstinferguson/ https://www.instagram.com/kirstinferguson/ This Episode is brought to you by... The Long-Distance Team. Remote leadership experts, Kevin Eikenberry and Wayne Turmel, help leaders navigate the new world of remote and hybrid teams to design the culture they desire for their teams and organizations in their new book! Book Recommendations Head & Heart: The Art of Modern Leadership by Kirstin Ferguson Right Kind of Wrong: The Science of Failing Well by Amy C. Edmondson Like this? Lead From the Heart with Mark Crowley The Empathy Advantage with Heather McGowan Engineering Empathy in Your Organization with Dr. Nicole Price Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP    

I don't know about you, but whenever I've tried something new in life and it hasn't gone well, the little voice inside my head that whispers “you're not good enough” gets much louder. Failure can be painful and can be an incredibly strong fuel to our self-doubt.I am BEYOND excited to introduce this weeks Tiger Therapy episode with Amy Edmondson!!!Amy Edmondson is very modest, so allow me to blow her trumpet for her - she is a ROCKSTAR in academic circles. She is Professor of Leadership and Management at Harvard Business School, Thinkers50 #1 Ranked Thinker in the World and an award winning author. 'Psychological safety' - the term she coined in the 90's is what truly put her name on the map. This term has become widely used in discussions about company culture and good leadership. In her Tiger Therapy episode, Amy talks about her new book ‘Right Kind of Wrong: The Science of Failing Well, where she outlines her research into failure. Spoiler: the popular Silicon Valley-style narrative of the benefits of failure isn't quite right.She also opens up about how her own failures caused her profound self doubt and made her question everything.Thank you Amy for the brilliant conversation!_______Social media: Pippa Woodhead | @pippa.woodheadTigerhall Amy Edmondson Hosted on Acast. See acast.com/privacy for more information.

Today, we're delighted to host an exceptional guest, Amy Edmondson, a distinguished professor of Leadership at Harvard Business School. Amy's credentials are impressive: she's penned seven books and over 75 articles, gaining recognition for her trailblazing work on psychological safety. In her latest work, "The Right Kind of Wrong: The Science of Failing Well," now available in Danish, Amy delves into the intricate relationship between psychological safety and intelligent failure.Our focus today is on understanding and embracing failure. Success isn't just about taking risks; it's also about being prepared to face and learn from failure. But how do we constructively discuss failure? What kind of environments foster a mindset where learning through failure is not just accepted, but encouraged? How can we transform our relationship with failure, mistakes, and setbacks, turning them into stepping stones for success?In this episode, we'll explore these questions and more. We'll examine how to place failure at the heart of our endeavors and discuss strategies for 'failing well' – making mistakes that lead us in the right direction. Join us as we unpack how to harness the power of failure to fuel creativity, resilience, and adaptability. Let's dive into the art of making it happen by failing well, thriving, and responding positively to change. Listen and learn:Explore the science of failing Well: Amy Edmondson's book, "The Right Kind of Wrong," delves into the science of failing well, offering insights on differentiating between basic, complex, and intelligent failure.Foster creativity and resilience: Learn how 'failing well' can foster creativity, resilience, and adaptability, and discover the importance of psychological safety as an environment that facilitates such behaviors.Understand the key to handling failure: Gain practical strategies on understanding oneself, the situation, and the system to effectively handle and learn from failures, drawing inspiration from leading failure practitioners.Unlock personal and professional growth: Embrace the far-reaching impact of failing well, discovering how it contributes to personal and professional growth, and understand how teams can turn intelligent errors into valuable learning opportunities.Transform education and cultivate a growth mindset: Explore the essential role of failure in restructuring education systems and creating a culture that encourages failing well. Amy's top three points, including taking more risks and having deep conversations, providing actionable insights for embracing failure and fueling creativity.

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.”

Remember New Coke? Colgate frozen lasagna? The Hawaii chair? History is littered with commercial failures. Harvard Business School professor Amy Edmondson, PhD, author of “Right Kind of Wrong: The Science of Failing Well,” and organizational psychologist Samuel West, PhD, curator of the Museum of Failure, talk about some of commerce's biggest flops, the difference between simply failing and “failing well;” and how individuals and organizations can get past the fear of failure, recognize its potential upsides and learn from their mistakes. For transcripts, links and more information, please visit the Speaking of Psychology Homepage.

Welcome to the Connected Leadership podcast, hosted by Andy Lopata. Our first guest for 2024 is Dr Amy Edmondson, a professor of leadership at Harvard Business School and author of seven books. Renowned for her expertise in psychological safety, Dr Edmondson explores this crucial topic in her latest award-winning book, "The Right Kind of Wrong: The Science of Failing Well." Winner of the prestigious Financial Times and Schroeder's Business Book of the Year award for 2023, her work is recognised globally. Andy and Amy examine the intricacies of failure, learning, and innovation within organizations. Dr. Edmondson shares her insights on the importance of creating a culture that encourages learning from failure, distinguishing between good and bad failure, and the concept of "intelligent failure." They discuss the challenges of balancing short-term results with long-term investments, especially in corporate environments driven by quarterly financial goals. Surprisingly, Amy's research reveals that teams with strong relationships tend to report more errors than those with weaker ties. This leads to a thought-provoking discussion on the role of relationships, cognitive diversity, and psychological safety in fostering a culture of learning and innovation. The conversation delves into the dynamics of individual and organisational learning, the impact of a growth mindset, and the need for leaders to navigate the tension between immediate results and long-term investments. Dr Edmondson's extensive research and thoughtful insights provide valuable perspectives on building resilient and innovative organisations in an ever-changing landscape. Andy and Amy discuss the crucial aspect of psychological safety within organisational culture. Beginning with addressing the common concern of trusting colleagues and the fear of office politics, where individuals may present themselves as trustworthy but fail to prove it over time. Amy advocates a proactive approach, emphasising disclosure over systematic holding back. She asserts that the occasional harm from trusting an untrustworthy person is less costly than the lost opportunities resulting from systematic caution. This perspective challenges the conventional wisdom of waiting and seeing, encouraging a culture of openness and honesty. The conversation then shifts to the organisational side of psychological safety. Amy contends that a well-run organisation is one that doesn't tolerate infighting or backbiting. She stresses the importance of senior leaders modelling the desired culture and sending a clear message that undermining colleagues will not be tolerated. Andy Lopata explores the journey of establishing trust within a team and maintaining it as the team evolves. Amy emphasises the need for a joint effort, framing the creation of a trusting culture as a shared project. She believes that a culture of trust will naturally reject individuals attempting to engage in toxic behaviors. Amy highlights the importance of creating a safe space for learning and emphasises that psychological safety is not an end goal but a means to achieve broader objectives, such as innovation or quality. This episode provides valuable insights into the complexities of psychological safety, organisational culture, and the practical steps leaders can take to foster a climate of trust and learning within their teams. ‘Creating an environment where your voice is welcome' Connect with Andy Lopata Website Connect with Dr Amy C. Edmondson Website  

In this latest episode of HIROC's Healthcare Change Makers podcast, Dr. Frank Martino, President and CEO of the William Osler Health System, reflects on his leadership journey while emphasizing the importance of remaining positive and aiming high in your career, especially in the context of leading one of Canada's largest community hospital systems. Dr. Martino highlights his organization's ambitious initiatives, including the adoption of an advanced hospital information system, new redevelopment projects, and a groundbreaking partnership with Toronto Metropolitan University's (TMU) School of Medicine. Our discussion also touches on Osler's commitment to innovation, such as incorporating technologies like artificial intelligence into future healthcare delivery. Throughout the interview, Dr. Martino's passion for healthcare and his commitment to building strong partnerships and a resilient, patient-centric culture shines through. He talks about the importance of cultivating a positive workplace, building psychological safety within his organization, and the value of learning from failures. Dr. Martino also delves into his thoughts on his outstanding healthcare team at Osler and their unwavering commitment during challenges posed by the pandemic, and how his organization has evolved to respond to the complexities of serving a growing and diverse community since he joined in 1991. Our conversation even turned personal for a moment as Dr. Martino shared a few heartwarming memories from his experience, including a critical life-saving moment early in his career, showcasing his dedication to his healthcare team. Quotables: “We were very proud of receiving accreditation with exemplary standing. Something that is the highest achievement that you would receive from Accreditation Canada. That allowed my staff to understand that they were exceptional healthcare workers and continue to be. Aim high and always be positive.” – FM “We as an organization have had to evolve. We've had to expand. We've had back-to-back redevelopments in our health system expanding the capacity that this community deserves.” – FM “And that is what we focus on, in addressing those challenges, with innovative projects and initiatives. Assuring that we communicate with our community. We go to them for advice when a new initiative or strategy has been put in place. We want to make sure we get the patient and caregiver perspective on how we should grow programs and what initiatives and innovations we should put in place, and whether they actually work for them.” – FM “When I go and do rounding, we call it ‘Let's be Frank,' or ‘Frank Conversations,' and during these frank conversations we work around a huddle board and it's been a huge success!” – FM “Our job is really to keep an eye on the future. Look at what healthcare will be like in 10, 20, 30 years. One area that we're going to start to focus on is looking at how artificial intelligence becomes part of the way we deliver care in the future. Harnessing it in an effective way, both in our workflow and in the way we intersect with patients.” – FM “I think culture is what really defines and organization. We at Osler look at people as one of our foundational enablers to our strategic plan. We are to deliver patient-inspired healthcare without boundaries. To achieve that, you need to have the ‘people' component of your organization inspired to provide the best care for both patients and families.” – FM “One mentor once told me, ‘you need to surround your yeses with a lot of no's,' so you need to focus on the things you know you can achieve and do them well and prioritize.” – FM “If I would give anyone advice, it's get out of your office, out of your chair, and walk. I love walking meetings.” – FM Mentioned in this Episode: Toronto Metro Metropolitan University School of Medicine Brampton Civic Hospital Etobicoke General Hospital Peel Memorial Centre for Integrated Health & Wellness The College of Family Physicians of Canada Right Kind of Wrong: The Science of Failing Well by Amy Edmonson The University of Toronto Department of Family and Community Medicine (DFCM) Family Medicine - Western University Access More Interviews with Healthcare Leaders at HIROC.com/podcast Follow us on Twitter, and listen on Apple Podcasts, Spotify, or wherever you get your favourite podcasts. Email us at Communications@HIROC.com.

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.

Reflect and Refresh: Six Mindful Questions for 2024   Before you start this show, grab a nice cup of hot tea or cacao. Find a quiet spot where you do your best dreaming and thinking. Bring your presence, pen, and paper. Then press “start.”   We skipped the “fast start/out of the gates” approach to the new year. Instead, we designed Episode 80 to help you design a fulfilling 2024.   The 6 Mindful Questions will help you... 1. reflect on your 2023 goals and milestones - WITHOUT distractions. 2. discover talents worth keeping and repeating. 3. address and overcome persistent obstacles. This is not another goal setting or strategic planning session. It's a deeply inquisitive exercise that will get to the heart of your accomplishments, aspirations, and impact. I get personal in this show. I reveal the power of asking and sharing in the “third vault,” a term coined by two-time Superbowl champion, Aaron Rogers. I learned about him through my work at MEA, the world's first midlife wisdom school.   HBS Professor and bestselling author, Amy Edmondson, also joined us! She has taught millions about the art and power behind psychological safety. Her newest book, “Right Kind of Wrong: The Science of Failing Well,” is now available.   P.S. Join our 2024 “know ahead” show and retreat list now—register at themindfulmarketer.com.  

Welcome to episode #913 of Six Pixels of Separation - The ThinkersOne Podcast. Here it is: Six Pixels of Separation - The ThinkersOne Podcast - Episode #913. Amy Edmondson, a luminary in the field of business management and education, has cultivated a distinguished career marked by her contributions as a thought leader, educator, and author. Her latest book, The Right Kind of Wrong - The Science of Failing Well, stands as a testament to her profound understanding of organizational dynamics and the art of learning from failure. Amy's tenure as a professor at Harvard Business School underscores her academic pedigree and her commitment to shaping the minds of future business leaders. Her role extends beyond teaching, as she actively engages in pioneering research, particularly in the realm of psychological safety, a concept she has significantly developed and popularized. In The Right Kind of Wrong, Amy challenges the traditional notion of failure as the antithesis of success. The book delves into the intricacies of failure, distinguishing between unproductive and productive failures. Through her expert lens, Amy categorizes failure into three archetypes - basic, complex, and intelligent - and guides readers on how to leverage these experiences to foster personal and organizational growth. Amy's work provides a fresh perspective on how individuals and organizations can embrace human fallibility. She emphasizes the importance of recognizing when failure can be an ally and how to prevent it when it's not. Her resume is as impressive as her contributions to business management. She is the author of seven books and over sixty scholarly papers, published in academic and management outlets, such as  Administrative Science Quarterly,  Academy of Management Journal,  and Harvard Business Review. She is ranked #1 on the latest Thinkers50 ranking of the world's most influential management thinkers. and has been named the Most Influential International Thinker in Human Resources by HR Magazine in 2019, along with countless other accolades. Enjoy the conversation... Running time: 1:03:14. Hello from beautiful Montreal. Subscribe over at Apple Podcasts. Please visit and leave comments on the blog - Six Pixels of Separation. Feel free to connect to me directly on Facebook here: Mitch Joel on Facebook. Check out ThinkersOne. or you can connect on LinkedIn. ...or on Twitter. Here is my conversation with Amy Edmondson. The Right Kind of Wrong - The Science of Failing Well. Psychological safety. Amy's other books and publications. Follow Amy on X. Follow Amy On Instagram. Follow Amy on LinkedIn.  This week's music: David Usher 'St. Lawrence River'.

This week on episode 347 we interviewed Amy Edmondson, Author of Right Kind of Wrong: The Science of Failing Well and Matt Abrahams, Author of Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot. We discussed the science of failing well, psychological safety and standards in failure science, intelligent failures, how to get better at communication and small talk, the single best communication tool, the importance of listening, learning how to listen better and much more! DisrupTV is a weekly podcast with hosts R “Ray” Wang and Vala Afshar. The show airs live at 11:00 a.m. PT/ 2:00 p.m. ET every Friday. Brought to you by Constellation Executive Network: constellationr.com/CEN.

Dr. Nathan Regier, your host, welcomes Jeff Jacobs to today's episode. Jeff has a 30-plus year career in Human Resources spanning numerous Global Leadership roles. He is currently the Senior Director of Organizational Effectiveness at Adobe. In that capacity, he serves as an executive coach and internal consultant to senior leadership teams across the company. Dr. Nate and Jeff discuss the particularities of his position at Adobe; they explore the features of a healthy team and the challenges a team must confront to achieve its best performance. Jeff shares his vast knowledge of psychological safety, vulnerability, diversity, and inclusiveness based on his extensive experience in leading high-performing teams.   Key Takeaways: [3:40] Jeff talks about a conference both he and Dr. Nate recently participated in. [5:15] Jeff shares some of his background and journey that led him to his current position at Adobe. [6:57] What about Jeff's Senior Director of Organizational Effectiveness position at Adobe is unique? [9:26] What makes a team healthy? [11:00] Jeff addresses compassion and inclusivity as crucial features of a healthy team. [12:40] Where does conflict come in for high-performing teams? [15:13] What is psychological safety? How does it contribute to high-performing teams? [18:50] What does “radical candor” really mean? [21:15] Jeff expands on the key to effective feedback. [22:20] How does vulnerability contribute to high-performing teams? [24:57] Why do so many leaders perceive vulnerability as a weakness? [27:27] What are some of the systems and processes that can support high-performing cultures? [31:32] How does Jeff measure the impact of what he does? [33:13] What is the difference between people liking you, and benefiting an organization? [35:44] Jeff talks about the book he is about to release. [39:13] Jeff shares how he keeps himself vulnerable and open. [42:35] Dr. Nate shares his top takeaways from a fantastic conversation with Jeff Jacobs.   Mentioned in this episode: The Compassion Mindset Compassionate Accountability: How Leaders Build Connection and Get Results, Nate Regier Visit Next-Element   The Right Kind of Wrong: The Science of Failing Well, Amy Edmondson   Radical Candor: How to Get What You Want by Saying What You Mean, Tim Scott Learn more about Jeff Jacobs' book Still Coming of Age.   Tweetables: “A healthy team starts with trust and psychological safety.” #oncompassion   “Leveraging diversity is not just about accepting and valuing differences; there is an inherent conflict in diversity and also an inherent opportunity.” #oncompassion   “Psychological safety is the foundation that enables someone to lean into the discomfort.” #oncompassion   “Culture is to build one relationship at a time.” #oncompassion “Vulnerability is one of the most profound leadership strengths that exists.” #oncompassion

As we wrap up 2023, Kevin reflects on the trends, ideas, and lessons he has gained from the episodes in the past year. He discusses the importance of culture and workplace environment, the development of teams, the changing nature of leadership, and the need for strategic thinking. He also highlights the significance of personal development skills such as empathy, calmness, rest, observation, confidence, and resilience. Kevin also reveals the top 7 downloaded episodes of the year and recommends several books mentioned by his guests. Top 7 Episodes 7. Creating Meaningful Change with Mike Morrison 6. Your Path to the Boardroom with Coco Brown 5. Resilience Beyond Crisis with Lynn Perry Wooten 4. Thriving at Work with Gabriella Kellerman 3. Making Better Choices with Dr. Jim Loehr and Dr. Sheila Ohlsson Walker 2. The Seismic Shift in Leadership with Dr. Michelle Johnston 1. Creating Deliberate Calm with Aaron De Smet Book Recommendations Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear Best Team Ever: The Surprising Science of High-Performing Teams by David Burkus Right Kind of Wrong: The Science of Failing Well by Amy C. Edmondson  Sapiens: A Brief History of Humankind by Yuval Harari  The Obstacle Is the Way: The Timeless Art of Turning Trials into Triumph by Ryan Holiday The Psychological Safety Playbook: Lead More Powerfully by Being More Human by Karolin Helbig, Minette Norman Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP  

Mistakes can sometimes feel like you're getting further away from your goals. Yet, that is far from true. Failure is meant to spark spiritual transformation that can help you manifest your deepest desires. Join us for a conversation about welcoming mistakes into your life to create meaningful change.“Envision the blessings you want in life with the understanding that they are waiting for you. The version of yourself that you are in now is not ready to receive them. You have to become a more evolved version of yourself in order to manifest those blessings. That understanding can drive your desire to change and allow you to embrace your failures.” – Michael Berg Further Readings:The Right Kind of Wrong: The Science of Failing Well, by Amy C. Edmondson & Kathe Mazur

In this episode, Amy Edmondson, sharing insights from her new book, Right Kind of Wrong: The Science of Failing Well, reminds listeners, "The most successful among us have not failed less often than the rest of us. They've failed more often – right kind of wrong failures." Hosted by Scott Anthony, the two engage in a fascinating conversation covering a myriad of topics, including the origin of the idea of psychological safety; the different types of failures, and why they matter; parallels between innovation and riding a bike; and the "Sliding Doors" moments in our lives. Amy also reflects on the distinction between environments where one is there to learn versus perform; the emotional challenges of innovation; right kind of wrong in the context of parenting; and the process that she undertook in writing the book, to cite but a few examples. We're all going to get things wrong in our professional and personal lives, but resilience and learning through intelligent failures is an important part of the journey. Listen to learn more! 

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.

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.

In today's episode, Ian King discusses the new president of the CBI - Rupert Soames - with Sky's city editor Mark Kleinman.He also speaks about spending figures released by the British Retail Consortium.And Ian welcomes Profressor Amy Edmondson onto the show to discuss her latest book - 'Right Kind of Wrong: The Science of Failing Well'.

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.

Do you feel like you fit in at your workplace? Research shows that one out of three new hires will quit within 90 days, 53% of people who have been with a company for half a year are still searching for a new job, and 75% of people experience anxiety before the work week begins. André Martine joins Kevin to explore the importance of having an authentic connection to your everyday work both from a personal and organizational perspective. They talk about the concept of fit, the trends in the world of work, and the connection between fit and belonging. They share insights for leaders on how to create a culture of fit and re-recruit their teams. Additionally, they discuss the role of fit in individual career development and offer advice for job seekers. Listen for... 00:00 Introduction 02:09 "Wrong Fit. Right Fit" Overview 04:55 Concept of Fit in the Workplace 06:45 Defining Authentic Connection in Fit 07:49 Work Methods in Organizations 08:19 Culture vs. Day-to-Day Work 09:01 Understanding Work Differences 09:19 Matching Individual Preferences 10:25 Leadership in Crisis 12:13 Brand and Work Principles 13:38 Location Strategy in Decision Making 14:04 Finding Organizational Solutions 15:37 Personal Work Preferences 16:05 Fit and Belonging 17:23 The Need to Fit In 18:01 Holistic View of Fit and Belonging 18:47 Employee Engagement Challenges 19:14 Recruiting Talent: Leadership's Role 20:34 Organizational and Leadership Perspectives on Fit 21:38 Mismatched Expectations 22:11 Recruiting in the Digital Age 23:20 Essential Leadership Questions 24:15 Leadership and Career Development Focus 24:53 Self-Reflection in Job Searching 25:57 Career Clarity Tools 26:46 Comfort vs. Boredom in Careers 28:03 Comfort as a Foundation 28:27 Personal Hobbies 29:02 Book Recommendations 30:16 Resources and Actions Steps Meet André Name: André Martin His Story:  https://www.linkedin.com/in/docmartinpdx/ https://mondaymatters.substack.com/ This episode is brought to you by... The Long-Distance Team. Remote leadership experts, Kevin Eikenberry and Wayne Turmel, help leaders navigate the new world of remote and hybrid teams to design the culture they desire for their teams and organizations in their new book! Book Recommendations Wrong Fit, Right Fit: Why How We Work Matters More Than Ever by Andre Martin  Dedicated: The Case for Commitment in an Age of Infinite Browsing by Pete Davis Right Kind of Wrong: The Science of Failing Well by Amy C. Edmondson Related Episodes Thriving at Work with Gabriella Kellerman Creating the Life You Want in One Year with Wendy Leshgold Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP    

Everyone makes mistakes. How do you learn from them? Lessons from the classroom, the Air Force, and the world's deadliest infectious disease. RESOURCES:Right Kind of Wrong: The Science of Failing Well, by Amy Edmondson (2023)."You Think Failure Is Hard? So Is Learning From It," by Lauren Eskreis-Winkler and Ayelet Fishbach (Perspectives on Psychological Science, 2022)."The Market for R&D Failures," by Manuel Trajtenberg and Roy Shalem (SSRN, 2010)."Performing a Project Premortem," by Gary Klein (Harvard Business Review, 2007).EXTRAS:“How to Succeed at Failing,” series by Freakonomics Radio (2023)."Moncef Slaoui: 'It's Unfortunate That It Takes a Crisis for This to Happen,'" by People I (Mostly) Admire (2020).

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

People often think of failure in one of two ways: as something that hinders the pursuit of success, or as something that's a necessity in obtaining it — as in the Silicon Valley mantra that recommends failing fast and often.There's truth to both ideas, but neither offers a complete picture of failure. That's because there isn't just one kind of failure, but three.Here to unpack what those three types are is Amy Edmondson, a professor of leadership at the Harvard Business School and the author of The Right Kind of Wrong: The Science of Failing Well. Today on the show, Amy shares which type of failure is most productive, which types are less fruitful, and how to best use the former, prevent the latter, and learn from failure of every kind. We also talk about how to organize potential failures into a matrix that will help you best approach them. Along the way, we dig into examples, both big and small, of how individuals, organizations, and families can put failure to work for them.Resources Related to the PodcastAoM Podcast #646: How to Win at LosingAoM Article: Clausewitz on Overcoming the Annoying Slog of LifeAoM Podcast #517: What Big-Time Catastrophes Can Teach Us About How to Improve the Systems of Our LivesAoM Article: The Power of ChecklistsAoM Article: How Reframing Builds ResilienceConnect With Amy EdmondsonAmy's website

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

In medicine, failure can be catastrophic. It can also produce discoveries that save millions of lives. Tales from the front line, the lab, and the I.T. department. RESOURCES:Right Kind of Wrong: The Science of Failing Well, by Amy Edmondson (2023)."Reconsidering the Application of Systems Thinking in Healthcare: The RaDonda Vaught Case," by Connor Lusk, Elise DeForest, Gabriel Segarra, David M. Neyens, James H. Abernathy III, and Ken Catchpole (British Journal of Anaesthesia, 2022)."Dispelling the Myth That Organizations Learn From Failure," by Jeffrey Ray (SSRN, 2016)."A New, Evidence-Based Estimate of Patient Harms Associated With Hospital Care," by John T. James (Journal of Patient Safety, 2013).To Err is Human: Building a Safer Health System, by the National Academy of Sciences (1999)."Polymers for the Sustained Release of Proteins and Other Macromolecules," by Robert Langer and Judah Folkman (Nature, 1976).EXTRAS:"How to Succeed at Failing," series by Freakonomics Radio (2023)."Will a Covid-19 Vaccine Change the Future of Medical Research?" by Freakonomics Radio (2020)."Bad Medicine, Part 3: Death by Diagnosis," by Freakonomics Radio (2016).

We tend to think of tragedies as a single terrible moment, rather than the result of multiple bad decisions. Can this pattern be reversed? We try — with stories about wildfires, school shootings, and love. RESOURCESRight Kind of Wrong: The Science of Failing Well, by Amy Edmondson (2023)."Michigan School Shooter Is Found Eligible for Life Sentence Without Parole," by Stephanie Saul and Dana Goldstein (The New York Times, 2023)."How Fire Turned Lahaina Into a Death Trap," by Nicholas Bogel-Burroughs, Serge F. Kovaleski, Shawn Hubler, and Riley Mellen (The New York Times, 2023).The Violence Project: How to Stop a Mass Shooting Epidemic, by Jillian Peterson and James Densley (2021)."I Was Almost A School Shooter," by Aaron Stark (TEDxBoulder, 2018).EXTRAS "Is Perfectionism Ruining Your Life?" by People I (Mostly) Admire (2023)."Why Did You Marry That Person?" by Freakonomics Radio (2022)."What Do We Really Learn From Failure?" by No Stupid Questions (2021)."How to Fail Like a Pro," by Freakonomics Radio (2019)."Failure Is Your Friend," by Freakonomics Radio (2014).

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

How much do I need to know about technology to be successful in the workplace? How can AI improve human to human communication? In this episode, Paul answers these questions and more. What You'll Learn: 1. How you can implement technology to improve communication in your organization. 2. How to see challenges as learning opportunities.  3. How to use technology most effectively as a tool. 4. The difference between human intelligence and artificial intelligence. 5. Why a digital strategy has to come from the bottom up. 6. The benefits of being flexible in our role in the workplace. 7. How psychological safety allows for experimentation. Who is Paul Leonardi? At UC Santa Barbara Dr. Leonardi is chair of the technology management department whose programs are all aimed at teaching engineers and other technical leaders how to build and run innovative companies. In addition to his extensive speaking and consulting work, he has published over 80 articles and chapters in peer reviewed journals and management outlets, including Harvard Business Review and Sloan Management Review. He's also the author of three books on innovation and organizational change. And he has won major awards for his research, including from very well respected organizations like the Academy of Management and the American Sociological Association. His most recent book, The Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms, and AI, explores digital literacy, the roles technology can play in our organizations, and how we can adapt with it. Follow Paul: LinkedIn: https://www.linkedin.com/in/paul-leonardi-45b67321/ Mentions: The Digital Mindset: What It Really Takes to Thrive in the Age of Data, Algorithms, and AI by Paul Leonardi and Tsedal Neeley https://www.amazon.ca/Digital-Mindset-Really-Thrive-Algorithms/dp/1647820103  Humble: Free Yourself from the Traps of a Narcissistic World  by Daryl Van Tongeren https://www.amazon.ca/Humble-Yourself-Traps-Narcissistic-World/dp/1615198571  The Right Kind of Wrong: The Science of Failing Well by Amy Edmondson https://www.amazon.ca/Right-Kind-Wrong-Science-Failing/dp/1982195061  More of Do Good to Lead Well: Website: https://craigdowden.com/ LinkedIn: https://www.linkedin.com/in/craigdowden --- Send in a voice message: https://podcasters.spotify.com/pod/show/craig-dowden/message

Today, in just eight minutes, award-winning Harvard Business School professor Amy Edmondson is going to transform your relationship with failure.

Whose job is it to create a positive work environment? What is the best way for teams to work together? What does it mean to have psychological safety?Dr. Amy Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School. She has written over sixty scholarly papers and seven books, including her recent book, The Right Kind of Wrong: The Science of Failing Well.In this episode, we spoke with her about:Why psychological safety is mission critical to excellenceHow to learn as you doWhere team leaders fit on their teamsAt Metlife, we are committed to diversity, equity and inclusion and we believe making a difference in the lives of our customers, community, and the world around us is #AllTogetherPossible. Learn more and join us at MetLife.com.

Der er gode fejl, og der er dårlige fejl.De gode fejl er dem, som du anstrenger dig for at gøre, men som du ikke lykkes med. De dårlige fejl er dem, hvor du ikke presser dig selv og vælger det forudsigelige, fejlfrie og sikre - som en cheeseburger hos McDonald's. Episode 71 af Livstykker handler om modet til at klumre. Tematisk runder dine to værter både Folkekirkens hang til det sikre, en sjælesorgs-seance om indre kvaler, synapser i hjernen og bevidst frustrerende børneopdragelse. I podcasten nævnes: Artikel i Jyllands-Posten, 16. juli 2023: "Elitetræner vil have danske børn og unge til at lære at lave fejl" af Morten VestergaardBogen The McDonaldization of the Church: Consumer Culture and the Church's Future af John Drane fra 2012. Bogen: Right Kind of Wrong: The Science of Failing Well - Why Learning to Fail Can Teach Us to Thrive af Amy Edmonson, 2023Bogen/pamfletten Må vi være her skrevet af Louise Franklin Højlund, Anders-Christian Jacobsen og Liselotte Horneman Kragh. Bogen ligger som pdf her.

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 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

This is a vulnerable episode that I was NOT excited about recording! I launched a group coaching container and it failed. But I see the value in failure and embrace it as an integral part of the learning process. So I'm sharing with you my own experience in hopes that it resonates with you, no matter where you are on your journey. Amy Edmondson author of “Right Kind of Wrong: The Science of Failing Well” says there are various types of failure, but the one we want to focus on she calls “Intelligent Failure” and this is defined as “a failure that comes from the undesirable result of an experiment” but the experiment itself was worthwhile because it taught you something, and can probably be improved upon to create different result next time. How can we embrace "intelligent" failure, learn from our mistakes, share authentically because we know that others can also learn from our mistakes, and fail less often (and more gracefully) over time?  In this episode I share my own recent experience and contemplate universal questions and struggles that I know EVERY entrepreneur faces, such as: -Creating a sense of experimentation and PLAY in our business, and other creative endeavors -Balancing the experimentation with structure, frameworks, accountability, etc. when it is necessary -Looking at internal and external factors that may have contributed to a failure, acknowledging them and learning the necessary lesson (without beating ourselves up in the process!) -Being aware when we feel FEAR - what is it trying to teach us? Are we in danger, or are we on the path to something new and exciting? How can we look under the fear and use it to propel us towards our highest self?  -Having goals, a big vision, etc. but letting go of the outcome. And letting go of perfectionism!  I hope you find this episode validating and valuable! Please share with anyone you think could benefit from it, and send me a message on Instagram (@holisticbizgrowth) about your relationship with failure! It's time that we normalized it.     

Join host Guy Kawasaki on Remarkable People as he engages in a thought-provoking conversation with Amy Edmondson, an esteemed Professor of Leadership and Management at the Harvard Business School. They explore the pivotal role leaders play in nurturing an environment conducive to learning and collaboration, essential factors in our rapidly changing world. Amy's TED Talk, "How to Turn a Group of Strangers into a Team," has engaged over three million viewers, solidifying her influence and stature within her domain. In her latest book, 'Right Kind of Wrong: The Science of Failing Well,' she invites us to rethink conventional perceptions of failure, offering profound insights into handling it with grace and resilience.Listeners of the Remarkable People podcast will learn from some of the most successful people in the world with practical tips and inspiring stories that will help you be more remarkable. Episodes of Remarkable People organized by topic: https://bit.ly/rptopology Listen to Remarkable People here: https://podcasts.apple.com/us/podcast/guy-kawasakis-remarkable-people/id1483081827 Like this show? Please leave us a review -- even one sentence helps! Consider including your Twitter handle so we can thank you personally! Thank you for your support; it helps the show!

Kelly Leonard, Vice President, Creative Strategy, Innovation and Business Development at The Second City and host of the “Getting to Yes, And…” podcast, joins John Williams to talk about his recent chat with Harvard professor Amy Edmondson about her new book “The Right Kind of Wrong: The Science of Failing Well.” Kelly explains how people […]

Kelly Leonard, Vice President, Creative Strategy, Innovation and Business Development at The Second City and host of the “Getting to Yes, And…” podcast, joins John Williams to talk about his recent chat with Harvard professor Amy Edmondson about her new book “The Right Kind of Wrong: The Science of Failing Well.” Kelly explains how people […]

Kelly Leonard, Vice President, Creative Strategy, Innovation and Business Development at The Second City and host of the “Getting to Yes, And…” podcast, joins John Williams to talk about his recent chat with Harvard professor Amy Edmondson about her new book “The Right Kind of Wrong: The Science of Failing Well.” Kelly explains how people […]

Kelly welcomes back renowned Harvard professor Amy Edmondson to the podcast to discuss her new book “The Right Kind of Wrong: The Science of Failing Well.” “Most of us fail to learn the valuable lessons failures can offer.”   “Everyone fails at failure.”  “When it comes to errors, intent matters.” 

Amy Edmondson (Right Kind of Wrong: The Science of Failing Well) is a professor and author. Amy joins the Armchair Expert to discuss why she was drawn to studying organizational learning, what psychological safety is, and how systems exist to make societies better. Amy and Dax talk about why working groups can have different interpersonal climates, the definition of learning behaviors, and what the three types of failure are. Amy explains that vulnerability can actually be a desirable trait, how to take smart risks, and why apologies exist. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Amy Edmondson (Right Kind of Wrong: The Science of Failing Well) is a professor and author. Amy joins the Armchair Expert to discuss why she was drawn to studying organizational learning, what psychological safety is, and how systems exist to make societies better. Amy and Dax talk about why working groups can have different interpersonal climates, the definition of learning behaviors, and what the three types of failure are. Amy explains that vulnerability can actually be a desirable trait, how to take smart risks, and why apologies exist.  Learn more about your ad choices. Visit podcastchoices.com/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

As risk-averse individuals, we tend to try to avoid failure at all costs. But failing is an essential part of learning. So, how can we get better at it? And how can organizations create psychological safety so employees are more willing to take chances, even if it may lead to failure? Amy Edmondson is a professor at Harvard Business School and studies psychological safety, organizational learning, and teaming. In her new book, Right Kind of Wrong: The Science of Failing Well, she guides readers through the art of failing. Amy and Greg discuss her psychological safety origin story, the taxonomy of failure, and the importance of learning how to fail right. *unSILOed Podcast is produced by University FM.*Episode Quotes:What does psychological safety truly mean?19:55: My least favorite misconception of what psychological safety is that it means a lack of accountability or a lack of high standards. It means anything goes, and we're just going to be soft and, you know, wrap everybody in bubble wrap. And it's not what it means. It means permission for candor, right? It means permission to take risks, and hopefully, most of those risks will be smart risks.Errors and failures are rich territory for learning07:51: You've got to learn, and you have to learn fast, and you have to keep learning—and errors and failures, which I do not believe are synonymous, are really rich territory for learning. Unfortunately, we don't often do it very well. There's a whole lot of room for improvement there.Leadership doesn't exist without fellowship27:19: Leadership doesn't even exist without followership. So we've got to be as interested in what everyone does to co-create value. And some people are at higher levels of leadership than others, but we're all trying to create value for the customers. And we have an overemphasis on sort of the role of those at the top.At what level can you safely try to change the culture?25:49: We have this very deep instinct to pay attention to what's happening above us. And oftentimes, because we're a little judgmental, we will decide that what's happening above us is suboptimal, and they don't get it. And they're not doing their part to create a psychological safety or learning environment. And I say that may very well be true, and your responsibility is simply to take a look at what you can do. Look down or across instead of up.Shifting the way you look at leadership28:11: We need to think less about organizations and more about teams because organizations are just made up of teams, and if every team does its part, whether it's developing the strategy, deciding on acquisition, building a product, or designing tomorrow's products. Every team does its job in the most learning-oriented, ambitious way possible. Some of those activities will be pretty powerful.Show Links:Recommended Resources:Carol DweckTeaching Smart People How to Learn by Chris Argyris Charles PerrowGuest Profile:Faculty Profile at Harvard UniversityProfessional Profile on Thinkers50Speaker Profile on Stern Strategy GroupAmy C. Edmondson's WebsiteAmy C. Edmondson on LinkedInAmy C. Edmondson on TwitterAmy C. Edmondson on TEDxHGSEHer Work:Right Kind of Wrong: The Science of Failing Well The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and GrowthWorkplace Conditions (Elements of Improving Quality and Safety in Healthcare) Extreme Teaming: Lessons in Complex, Cross-Sector LeadershipBuilding the Future: Big Teaming for Audacious InnovationTeaming to InnovateA Fuller Explanation: The Synergetic Geometry of R Buckminster FullerScholarly Articles Articles on Harvard Business Review

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.

Kim and Amy welcome Amy C. Edmondson, the Novartis professor of leadership and management at the Harvard Business School and author of several books, including The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth and Right Kind of Wrong: The Science of Failing Well — available now! From managers seeking to inspire their reports to parents wanting to model a healthy failure mindset for their kids, this book will revolutionize how we think about failure.Get all the show notes and resources at RadicalCandor.com/podcast Learn more about your ad choices. Visit megaphone.fm/adchoices

Amy Edmondson (Harvard Business School) talks to Mike Carden about the importance of psychological safety, the difference between failure that's worth learning and failure that should be avoided, and the role of failure in innovation and progress. “When we fail together, we're disappointed together. So we roll up our sleeves and figure out what happens next, together.” About Amy Amy is a pioneer of Psychological Safety, and ranked #1 on the Thinkers50 ranking of the world's most influential management thinkers. She is the Novartis Professor of Leadership and Management at the Harvard Business School, and the author of eight books including Right Kind of Wrong: The Science of Failing Well. https://amycedmondson.com/ https://twitter.com/AmyCEdmondson https://www.linkedin.com/in/amycedmondson/ Key moments Introduction to Amy Edmondson. (0:28) The difference between psychological safety and belonging. (2:47) Why did you write this book? (6:24) Success is a meandering path. (10:50) Becoming part of the Joyous journey. (13:45) The most surprising thing about writing the book. (16:12) How to thrive in a fallible world. (19:01) The value of the 10%. (20:20) The gift of knowing our true passions. (25:07)

Not all failures are alike. Although they are disappointing most of the time, there is gold to be found in failing well. In this episode, J.R. Lowry sits down with Amy Edmondson, author of Right Kind Of Wrong. Together, they discuss the self-development benefits of building a good relationship with failure, how to maximize learning from your intelligent failures, and how the most complex failures can be prevented simply by speaking up. Amy also talks about her strategy to keep a consistent writing process, what it is like to watch corporate teams work, and how the Thinkers50 community fuels her unique thinking. Check out the full series of "Career Sessions, Career Lessons" podcasts here or visit pathwise.io/podcast/. A full written transcript of this episode is also available at https://pathwise.io/podcast/amy-edmondson

How do we embrace failure in a fast-changing world? Harvard Business School Professor, Amy Edmondson, is ranked #1 on the latest Thinkers50 ranking of the world's most influential management thinkers. Amy is the winner of Thinkers50 Breakthrough Idea Award for being a “pioneer of psychological safety and author of The Fearless Organization, a ground-breaking blueprint on creating a fear-free culture.” Amy is also the winner of the 2019 Distinguished Scholar Award from the Organization Development and Change Division of the Academy of Management. Named the Most Influential International Thinker in Human Resources by HR Magazine in 2019, one of Amy's books - The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (John Wiley & Sons, 2018) - has been translated into more than 15 languages and is consistently among Amazon's top-sellers in the human resources category. Amy's latest book Right Kind of Wrong: The Science of Failing Well hits bookshelves and online stores on September 5, 2023. In this episode, we talk about organizational design and transformation, her research on psychological safety, the three type of failures: intelligent, basic, and complex, as well as self-awareness vs. systems awareness. Amy unpacks the connection between failure and regret. And we even brainstorm a new concept of a “discussability index” to evaluate team cohesion.

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

How can you be tough-minded with standards and tender-hearted with people? How can you foster openness in the workplace? And how does this build a successful company? In this episode, Doug Conant, NYT bestselling author and former CEO of Campbell Soup Company, answers these questions and so much more. What You'll Learn: 1. The acronym: BANI, and how it describes our modern world. 2. Why the best leaders dig deep to find their principles and relentlessly stick to them 3. Conant's Theory of Relativity. 4. When and how to declare your principles 5. How and why to build trust before you need it. 6. What the future of leadership looks like. Who is Doug? Doug Conant is the only Fortune 500 CEO who is a New York Times and Wall Street Journal bestselling author. He's a top 50 leadership innovator, a top 100 leadership speaker, and one of the most influential authors in the world. With a 45 year career defined by achieving high performance through an intentional commitment to studying, Doug is now sharing the tenants of leadership that work. He is the founder and CEO of Conant leadership, former President and CEO of Campbell Soup Company, former president of Nabisco Foods, and former chairman of Avon products. Corporate boards Dough has served on, include those of Amerisource, Bergen, and RHR International. His latest Wall Street Journal bestselling book, co-authored with Amy Federman is The Blueprint: Six Practical Strategies to Lift Your Leadership to New Heights. Mentions: Right Kind of Wrong: The Science of Failing Well by Amy Edmondson https://www.amazon.ca/Right-Kind-Wrong-Science-Failing/dp/1982195061  The Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights by Doug Conant The Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights: Conant, Douglas R.: 9781119560029: Amazon.com: Books TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments by Doug Conant https://www.amazon.com/TouchPoints-Creating-Powerful-Leadership-Connections/dp/B08BZVQLWY/?_encoding=UTF8&pd_rd_w=jXdbI&content-id=amzn1.sym.ed85217c-14c9-4aa0-b248-e47393e2ce12&pf_rd_p=ed85217c-14c9-4aa0-b248-e47393e2ce12&pf_rd_r=145-0167167-1582938&pd_rd_wg=SY2WR&pd_rd_r=70e87c62-b218-4422-85b4-91081db2a48c&ref_=aufs_ap_sc_dsk Follow Doug: LinkedIn: https://www.linkedin.com/in/dougconant/  More of Do Good to Lead Well: Website: https://craigdowden.com/LinkedIn: https://www.linkedin.com/in/craigdowden/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/craig-dowden/message

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.