Mistakes in Not Making Mistakes

The past year seems to have yielded various waves of content celebrating making mistakes. Advancing the “failure at the heart of innovation” theme seems to have become a cause célèbre for the creativity and innovation set.

Celebrating mistakes as part of innovation was the topic of a July Innochat on Twitter on innovation failure and, most recently, a Wall Street Journal article on “Better Ideas through Failure.”

I grew up with a clear perfectionist streak (or whatever term you would use to suggest whatever is deeper, wide, and more permanent than a “streak”), I wrestle with a gleeful attitude toward failure.

Yet between Kathryn Schulz’s TED talk “On Being Wrong” and recognition of my own experiences where learning from something that did not succeed as planned has led to much better future results, openness to errors clearly has its place in creativity and innovation.

However, I think celebrating mistakes in and of themselves is an easy banner for behaviours that don’t come easily to many people or many organizations, for that matter.

It’s not so much organizations are celebrating failure as the willingness to move forward on efforts before everything is figured out and an appreciation for learning when something doesn’t go right.


Being Bad at Making Mistakes
What really needs to happen in an organization to benefit from an apparent willingness to celebrate and reward failure?

Instead of listing behaviors for celebrating mistakes (which I started to do but failed to complete), it’s much easier to list mistakes individuals and organizations make at making mistakes.

Thinking through the personal perfectionist demons I’ve had to try (and still try) to slay, here are eight mistakes that can shut you off from productive failure:

1. Being afraid of fear
2. Not being able to manage or tolerate ample levels of risk
3. Becoming easily embarrassed – either personally or organizationally
4. Failing to properly frame and learn from experiments
5. Being uncomfortable with unanswered questions
6. Doing a bad job of making assumptions which allow you to keep making progress
7. Focusing too strongly on too much detail
8. Not being able to fix things as you go

To read the full article visit the Innovation Excellence website

How NOT To Use Powerpoint video : A Blog Around The Clock

Only Hire People Who Learn from Mistakes

Harness the power of learning from mistakes. Some of the great high achievers in this world give credit to their relentless focus on small mistakes.

Recently, researchers at Columbia University divided student subjects into two groups, “grade hungry” and “knowledge hungry” and then tested them with general knowledge questions.

The researchers provided immediate feedback as to whether the subject was right or wrong, and showed them the correct answer. The brain activity of the subjects was monitored throughout, using EEG caps.

The differences in the way the subjects handled the feedback was striking:

• The Knowledge-Hungry paid attention (but not quite as obsessively) to whether they were right or wrong, and they paid significantly more attention to the correct answers. They took advantage of the chance to learn. This contrast was most dramatic when each group got an answer wrong.
• The Knowledge-Hungry activated deep memory regions, indicating they were storing these new facts away for later.
• The Grade-Hungry did not activate the memory regions as deeply, suggesting a far more cursory interest; instead, their brains seemed to feel threatened by learning they’d gotten an answer wrong.
• The Grade-Hungry brains showed a far more emotional, fearful response. They clearly did not like being wrong, and they didn’t care about the acquisition of knowledge along the way.

When both groups of students were later 'surprised' by a retest, using only the questions they’d gotten wrong the first time around, the Knowledge-Hungry group did far better than the Grade-Hungry group. Clearly, they had 'learned' the new knowledge and had not only retained it, but were also able to recall it at will.

So, from a neuromanagement viewpoint, it would make a lot of sense to hire people capable of learning from their mistakes. Hiring the equivalent of the “grade hungry” students will yield employees who are motivated but who, over time, may not improve their performance nearly as much as individuals who internalise lessons learned, when things don’t work perfectly.

The question now is how do you screen candidates for this trait; the ability to learn from their mistakes?