It's OK to Fail: Creating a Safe Space to Learn from Failure
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Many organizations engaged in Agile transformations at scale struggle with failure. In this session, Ewan O'Leary introduces some thinking and a model or two to lessen the pain of failure. Increasing organizational agility requires an increased tolerance of failure. Responding to failures is responding to change over following a plan.
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It's OK to Fail: Creating a Safe Space to Learn from Failure
- 1. Copyright © 2014 SolutionsIQ, Inc. All rights reserved. It’s OK to Fail! Creating a Safe Space to Learn from Failure Ewan O’Leary Agile Coach
- 2. Who Am I? ‘I don’t have all of the answers, but I know some of the questions to ask’
- 3. Why Are We Here? #Fail
- 4. Pithy Quotes Success is not final, failure is not fatal: it is the courage to continue that counts. – Winston Churchill Success is going from failure to failure without any loss of enthusiasm. – Winston Churchill (Yeah, he failed. A lot.) Everybody want safety (safety love) – Alex Ebert, Edward Sharpe and the Magnetic Zeroes, Man on Fire
- 5. What Failure Means (Mostly) Silent mind map exercise 1. Get into teams of 3-5 2. Put the word ‘Failure’ in the middle of your flipchart 3. Write down everything that comes to mind on the topic as you free associate with your team 4. Take 5 minutes to map your input IN SILENCE 5. Once we’re done, we’ll walk the walls for 5 minutes, and do a read out. 6. The objective of this exercise is to desensitize you and your teams to the idea or concept of failure.
- 6. Effective vs Ineffective Failure Ineffective Effective Failure Reduces team motivation Increases team motivation Reduces courage Reinforces courage Reduces sharing of commitments Increases sharing of commitments Weakens team identity Strengthens team identity Increases apathy Decreases apathy Reduces trust Increases trust Dysfunctional behavior becomes more damaging Dysfunctional behavior increases learning Invites management control Promotes self-organization
- 7. Growth Mindset © Carol Dweck
- 8. A Spectrum of Failure Inattention Lack of Ability Process and Inadequacy Task Challenge Process Complexity Uncertainty Hypothesis Testing Exploratory Testing After © Amy C. Edmondson, HBR, April 2011 The team inadvertently deviates from accepted behaviors because they’re not paying attention The team doesn’t have the skills, conditions or training to execute effectively (impediments are not condiments!) The team adheres to the process, but it doesn’t work effectively (um, scrum anyone?) The team faces a task too difficult to be executed reliably every time (oh, you mean like actual software development?) The process is too complex and causes breakdowns A lack of clarity about future events causes people to take reasonable actions that produce undesired results. An experiment conducted to prove that an idea or a design will succeed fails An experiment conducted to expand knowledge and investigate a possibility leads to an undesired result (awesome!) Blameworthy Praiseworthy
- 9. Some Powerful Questions What would you attempt to do if you knew you could not fail? What if we fail – how will we recover? What is the worst that could happen? What if we do nothing?What is truly worth doing, whether we fail or succeed? In this failure, what went right?
- 10. Working Agreement 1. Use Spectrum of Failure to establish a working agreement on how failures of different kinds will be handled 2. Invitation to conversation on a tough subject for many organizations – be compassionate and gentle! 3. Use the powerful question examples to help your stakeholders deepen their understanding of the possibilities 4. Move to the understanding that failure is not a dysfunction of the system and doesn’t need to be fixed. Rather, it’s a feedback mechanism that allows the system to get to know itself, and how it delivers value.
- 11. Last Suggestion: Horse’s Rear Award 1. Claimed by the individual, claim acknowledged by the group, publically in a celebration, perhaps at the end of the sprint 2. The award circulates frequently – horses don’t keep still… 3. Avoid keeping track – desensitize the experience and focus on learning. 4. Turnover of the award might tell you something about taking risks in your organization, or it might not!
Notes de l'éditeur
- I’ve been working in agile since 2007. I have worked with software since I was about 8, and
- I’m going to share a few approaches to creating a safe space within teams and their broader contexts. So this is an invitation to explore some alternatives to dysfunction. We’re going to work within teams, and importantly, with stakeholders too.
- The challenge with these pithy quotes we’re so frequently exposed to is that they don’t say anything about actually dealing with failure – they actually became an impediment to learning. So, in my coaching work, I’m making an effort to explore different ways to create space to learn from failure. Today, I have a few ways I have tried – so hopefully you get something out of this session that you can take back to your organization and try.