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Success and Failure

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http://management30.com/ Does your organization appreciate the things you’ve learned? Do you applaud colleagues who do their job well? All too often, organizations live day by day, from one crisis to another, and they forget to to take note of the good things that happened.

And it’s not just about applauding the good things. In work and in life, we sometimes succeed and we sometimes fail. What’s important is that whether we have success or failure, we learn from the experiment. This is where most performance management misses the boat. That’s why we created the Celebration Grid to celebrate learning!

By drawing a Celebration Grid and asking two important questions, we can look to implant good practices in the future of our business.

Celebration Grids are a visual way to present the outcome of an experiment, whether that experiment succeeded or failed. It shows us where we can celebrate the good practices, which result from a positive outcome and where we learned something from our failures.

Published in: Business

Success and Failure

  1. 1. Success and Failure Learning from Experiments
  2. 2. How do we optimize learning? Should we celebrate failure? I suggested that maybe we should have a big bell in the office, so that we could ring it whenever there was something to celebrate. source: #Workout, “Yay! Questions & Celebration Grids” http://m30.me/workout
  3. 3. The Celebration Grid compares behaviors with outcomes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  4. 4. Good practices usually lead to success. That’s why we have them. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  5. 5. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE Though sometimes, good practices can fail.
  6. 6. Want to work with your peers to solve problems facing today's change management? Learn to increase employee engagement at a Management 3.0 workshop! https://management30.com/events/
  7. 7. We avoid mistakes (bad practices) because they often lead to failure. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  8. 8. Though sometimes, mistakes surprise us with unexpected success. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  9. 9. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE We run experiments when we don’t know if we will succeed.
  10. 10. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE With all experiments, there is a good chance of failing.
  11. 11. Learning is optimal when we have a 50/50 chance of succeeding. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  12. 12. But many people don’t like the idea of failing. One of the scariest snakes in the room is the fear of failure, which manifests itself in such ways as fear of being judged, fear of getting started, fear of the unknown. - David & Tom Kelley, Creative Confidence
  13. 13. We don’t learn anything when we just repeat good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  14. 14. We also don’t learn anything when we repeat the same mistakes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  15. 15. We do learn when good practices fail, though it doesn’t happen often. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  16. 16. And we learn when mistakes are successful, which is also rare. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  17. 17. “Celebrate failure” includes failure from mistakes. That makes no sense. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  18. 18. “Celebrate success” makes more sense, but this ignores learning. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  19. 19. We know that learning is optimal when we run experiments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  20. 20. It’s not about the first-mover advantage; It’s about the fast-learner advantage. The only way to win is to learn faster than anyone else. - Eric Ries, The Lean Startup
  21. 21. Networks are great at running experiments and exploring opportunities. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  22. 22. Hierarchies are good at repeating practices and exploiting successes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  23. 23. Hierarchies are also good at repeating the same mistakes. ;-) MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  24. 24. Healthy organizations make use of both networks and hierarchies. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  25. 25. They use networks for creativity, innovation and effectivity. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  26. 26. They use hierarchies for quality, predictability and efficiency. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  27. 27. It is important to celebrate successes, with a focus on good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  28. 28. And it is important to celebrate learning, in safe environments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  29. 29. Create a safe-to-fail environment. The three essential steps are: to try new things, in the expectation that some will fail; to make failure survivable, because it will be common; and to make sure that you know when you’ve failed. - Tim Harford, Adapt
  30. 30. Don’t change things; run experiments. Label your next new idea an experiment, and let everyone know that you are just testing it out. - David & Tom Kelley, Creative Confidence
  31. 31. Run more experiments, faster, and cheaper. What you want to do as a company is maximize the number of experiments you can do per unit of time. - Jeff Bezos, Harvard Business Review
  32. 32. Which behaviors were a success? (mistakes, experiments, practices) Which behaviors were a failure? (mistakes, experiments, practices) Which experiments could we try next time? Celebration Grids A visual exercise, useful in retrospectives and workshops
  33. 33. Which behaviors were a success? (mistakes, experiments, practices) Which behaviors were a failure? (mistakes, experiments, practices) Which experiments could we try next time? Celebration Grids A visual exercise, useful in retrospectives and workshops
  34. 34. Two Questions (The short version, useful in meetings and conversations) …by following good practices …by running experiments What did we do well? What did we learn?
  35. 35. Accelerate – John P. Kotter http://bit.ly/1J8ppyI Principles of Prod. Dev. Flow – Donald G. Reinertsen http://bit.ly/1ATrc3J The Lean Startup – Eric Ries http://bit.ly/1zWiFBV Creative Confidence – Tom Kelley & David Kelley http://bit.ly/1bLW93b Adapt – Tim Harford http://bit.ly/1KDywpp Reading List
  36. 36. Want to work with your peers to solve problems facing today's change management? Learn to increase employee engagement at a Management 3.0 workshop! https://management30.com/events/
  37. 37. info@management30.com

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