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Learning fromfailure<br />FENET Charles-Antoine<br />Abbas Mohamed<br />Ivana Mikulecká<br />Arina Nikozajeva<br />Krzyszt...
Introduction<br />Barriers to learning from failure<br />The process of organizational learning from failure<br />Putting ...
            what’s a learning organization ?<br />      Is a firm that purposefully constructs , structures and strategies...
       Learning process<br />
       Learning structure <br />All four levels of learning must be present to be a Learning Organization.<br />
 Types of learningorganization<br />
What’slearningfromfailure<br />Learn from failure is learn how to succeed <br />
Barriers to Learning FromFailure<br />
Technical system<br />Social system<br />
Barriersembedded in technicalsystems<br />Individuals lack „know how“<br />Technologies are difficult for diagnose<br />Ex...
INTRAPSYCHICAL<br />INTERPERSONAL<br />INSTRUMENTAL<br />self-esteem<br />self-image<br />Identity<br />motivation<br />pr...
The process of Organizational Learning fromFailure<br />
How to identifyingfailure<br />Timely identification of mistakes<br />Proactive<br />Find the Key failure<br />
Which problem to identify failure<br />Social Barriers<br /><ul><li>Tendency to deny
 Tendency to distort the reality of the failure
 Cover the failure
Solution: Publicize Failure</li></li></ul><li>Which problem to identify failure<br />Organizational Barriers<br /><ul><li>...
 Organizational leader must develop a system to let the data available in order to identify and learn from failure</li></l...
 It’s a proactive way to identify failures.
 Must be internal and external. (Only 5 to 10% of dissatisfied customers complain. </li></li></ul><li>How to identifyfailu...
Requirements to learn from failures<br />Analyse Failure<br />Thoughtful effective Analysis<br />Discussion<br />US Army i...
Analyse Failure<br />Social systems tend to discourage this kind of analysis<br />Individuals experience negative emotions...
Analysis prepared by Amy C.Edmondson, Harvard University, 2008<br />Analysis<br /><ul><li>Observation a number of failed c...
The consultants blamed the failure to the client</li></ul>Achievement<br /><ul><li>Concluding that the client was not comm...
Client was defensive or difficult</li></ul>Conclusion<br /><ul><li>Blaming the client is much more comfortable and efficient
Instead of rising questions which require profound and personal curiosity</li></ul>Analyse Failure<br />
Analysis prepared by Frederick Reichheld, Company Partner, 2007<br />Analysis<br /><ul><li>Observation failures in the for...
 Customers who defected from particular bank gave “interest rates” as reason</li></ul>Achievement<br /><ul><li>It suggeste...
Additional investigation demonstrated that there were no significant differences</li></ul>Conclusion<br /><ul><li> The ban...
Analyse Failure<br /><ul><li>Scientific discoveries as a result of simple mistakes in the lab
 Peter Drucker has left a Bunsen burner lit over the weekend</li></ul>Learning value as a result from analyzing and discus...
Gave some analysis to the result, discovered that the fiber had congealed</li></ul>10 Years <br />later<br />Conclusion<br...
With similar attention the Germans might have had a decade start in nylon and could have dominated the market</li></li></u...
Example: PSS/World Medical encourage employees to experiment with career moves<br />Experiment<br /><ul><li>PSS/ World Med...
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Learning From Failure Finish2

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knowledge management presentation , dealing with how to learn from failure

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Transcript of "Learning From Failure Finish2"

  1. 1. Learning fromfailure<br />FENET Charles-Antoine<br />Abbas Mohamed<br />Ivana Mikulecká<br />Arina Nikozajeva<br />Krzysztof Majewski<br />
  2. 2. Introduction<br />Barriers to learning from failure<br />The process of organizational learning from failure<br />Putting failure to work innovate and improve<br />Conclusion<br />Summary<br />
  3. 3. what’s a learning organization ?<br /> Is a firm that purposefully constructs , structures and strategies , to enhance and maximize organization learning (Dodgson 1993)<br />Introduction<br />
  4. 4. Learning process<br />
  5. 5. Learning structure <br />All four levels of learning must be present to be a Learning Organization.<br />
  6. 6. Types of learningorganization<br />
  7. 7. What’slearningfromfailure<br />Learn from failure is learn how to succeed <br />
  8. 8. Barriers to Learning FromFailure<br />
  9. 9. Technical system<br />Social system<br />
  10. 10. Barriersembedded in technicalsystems<br />Individuals lack „know how“<br />Technologies are difficult for diagnose<br />Excess of work in process<br />Inability to understand<br />
  11. 11. INTRAPSYCHICAL<br />INTERPERSONAL<br />INSTRUMENTAL<br />self-esteem<br />self-image<br />Identity<br />motivation<br />problems to <br />understand<br />to avoid public<br />embarrassment<br />and <br />private derision<br />work without<br />failures<br />stress<br />rewards,<br />promotions,<br />raises…<br />
  12. 12. The process of Organizational Learning fromFailure<br />
  13. 13. How to identifyingfailure<br />Timely identification of mistakes<br />Proactive<br />Find the Key failure<br />
  14. 14. Which problem to identify failure<br />Social Barriers<br /><ul><li>Tendency to deny
  15. 15. Tendency to distort the reality of the failure
  16. 16. Cover the failure
  17. 17. Solution: Publicize Failure</li></li></ul><li>Which problem to identify failure<br />Organizational Barriers<br /><ul><li> The accessibility of data to identify failures
  18. 18. Organizational leader must develop a system to let the data available in order to identify and learn from failure</li></li></ul><li>The importance of internal and External Feedback system.<br /><ul><li> Identify many types of failures.
  19. 19. It’s a proactive way to identify failures.
  20. 20. Must be internal and external. (Only 5 to 10% of dissatisfied customers complain. </li></li></ul><li>How to identifyfailure<br />Timely identification of mistakes<br />Proactive<br />Find the Key failure<br />Create an environment which encourage employees to identify and reveal failures<br />
  21. 21. Requirements to learn from failures<br />Analyse Failure<br />Thoughtful effective Analysis<br />Discussion<br />US Army is known for conducting “After Action Reviews” <br />Hospitals use conferences as a forum <br />Meticulous and painstaking analysis that goes into understanding the crash of airliners<br />These vehicles only address substantive failures <br />
  22. 22. Analyse Failure<br />Social systems tend to discourage this kind of analysis<br />Individuals experience negative emotions when examining their own failures<br />Conducting an analysis of a failure requires openness, patience and a tolerance for ambiguity<br />Psychologists verified that individuals have biases and errors that reduce the accuracy, sense making, estimation and attribution<br />Individuals tend to believe what they want to believe, denying responsibility for failures, attributing the problem to others or the system <br />
  23. 23. Analysis prepared by Amy C.Edmondson, Harvard University, 2008<br />Analysis<br /><ul><li>Observation a number of failed consulting relationships
  24. 24. The consultants blamed the failure to the client</li></ul>Achievement<br /><ul><li>Concluding that the client was not committed to change
  25. 25. Client was defensive or difficult</li></ul>Conclusion<br /><ul><li>Blaming the client is much more comfortable and efficient
  26. 26. Instead of rising questions which require profound and personal curiosity</li></ul>Analyse Failure<br />
  27. 27. Analysis prepared by Frederick Reichheld, Company Partner, 2007<br />Analysis<br /><ul><li>Observation failures in the form of customer defections
  28. 28. Customers who defected from particular bank gave “interest rates” as reason</li></ul>Achievement<br /><ul><li>It suggested that the bank´s interest rates were not competitive
  29. 29. Additional investigation demonstrated that there were no significant differences</li></ul>Conclusion<br /><ul><li> The bank´s marketing department needed to do a better job of screening in advance the customers to whom it promoted bank-provided credit cards</li></ul>Analyse Failure<br />Screening, Analyzing, Discussing<br />
  30. 30. Analyse Failure<br /><ul><li>Scientific discoveries as a result of simple mistakes in the lab
  31. 31. Peter Drucker has left a Bunsen burner lit over the weekend</li></ul>Learning value as a result from analyzing and discussing simple mistakes<br />No analysis<br />failure<br /><ul><li>A chemist in a polymer lab at Dupont made the same mistake
  32. 32. Gave some analysis to the result, discovered that the fiber had congealed</li></ul>10 Years <br />later<br />Conclusion<br /><ul><li> It was the first step toward the invention of nylon
  33. 33. With similar attention the Germans might have had a decade start in nylon and could have dominated the market</li></li></ul><li>Experimentation<br />Organizations not only seek to identify and analyze failures, they seek to generate them – for the purpose of learning and innovating<br />Through deliberate experimentation organizations can generate <br />Novel solutions to problems<br />New ideas for products, services and innovations<br />In this way, they put new idea to the test – in a controlled context<br />
  34. 34. Example: PSS/World Medical encourage employees to experiment with career moves<br />Experiment<br /><ul><li>PSS/ World Medical created a “soft landing” policy</li></ul>Description<br /><ul><li>If an employee tries out a new position, but not succeed after a good faith effort, the employee can have his or her former job back
  35. 35. This “soft landing” policy is an implicit recognition, that experiments have uncertain outcomes
  36. 36. People will be more willing to experiment if the organization protects their interests. </li></ul>Conclusion<br />Experimentation<br />
  37. 37. Putting Failure to Work to Innovate and Improve<br />
  38. 38. How to overcome technical barriers<br />Small failures are ambiguous<br />Training and Technical expertise<br />Lack of skills and techniques<br />Training in skills and techniques<br />Lack of knowledge<br />Training in experimental design<br />
  39. 39. How to overcome social barriers<br />Afraid of recognition of failures<br />Develop psychological<br />safety <br />Uneffective group discussions<br />Develop forums and skills of listening<br />Punishing for failed experiments<br />Provide resources and reward sistem<br />
  40. 40. How failure could be refraimed<br />Traditional frame<br />Failure is not acceptable<br />Failure is avoided<br />Self-protective<br />
  41. 41. How failure could be refraimed<br />Learning oriented reframe<br />Learn from intelligent failure<br />Failure is natural<br />Curiosity and humor<br />
  42. 42. What’s the value to organizations in creating<br /> a learning from failure process ?<br /><ul><li> the organization become more than the sum of the parts of individual learning
  43. 43. easier time adapting to any internal or external change
  44. 44. knowledge accumulation </li></ul>Conclusion<br />Is learning from failure a choice or an obligation ? <br />
  45. 45. What kind of barriers could be met in process of learning from failures? <br />QUIZZ<br />A/ Social & Technical<br />B/ Social <br />C/ Technical<br />
  46. 46. What is the process of Organizational Learning from Failure ?<br />QUIZZ<br />A/ Identify, analyze, experimentation<br />B/ Identify, deny and repeat<br />C/ Identify, analyze and repeat<br />
  47. 47. How was our presentation?<br />QUIZZ<br />A/ Great<br />B/ Very good<br />C/ Excellent<br />
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