Celebrate Failure? Pt. 1
Celebrate Failure? Pt. 1
Join the DZone community and get the full member experience.Join For Free
You've been hearing a lot about agile software development, get started with the eBook: Agile Product Development from 321 Gang.
Earlier this year I wrote about Agile's perspective on failure. In that blog I indicated that my brother-in-law (a psychologist) sent me some of the latest research on failure. In particular, there were two fascinating studies that helped me understand why failure is indeed a cause for celebration. This is the first in a two part series.
"We find that organizations learn more effectively from failures than successes"
In a 2010 study (more details at the bottom of this post) on the effects of failure and success on organizational learning, a team of researchers found that failure was a crucial ingredient for longer term success.
In order to find suitable organizational data to support their research they searched for and found an ideal candidate - the Orbital Launch industry. This industry was ideal for the following factors:
- Every launch had a high incentive to succeed due to the high cost of failure.
- Placing objects in space is a relatively new activity so data is available for all launches ever attempted.
- Because it is a high profile industry the records were relatively easy to find.
- The sample data contained 4663 launch attempts, 443 failures, 36 organizations, and 9 countries. The data starts with the launch of Sputnik 1 on October 4, 1957 and ends March 2004.
As researchers their goal was to look at the causes of improved organizational performance. Did success drive improvements? What part did failure play in future success? Here are a few of their key findings:
- Organizations learn more effectively from failures than from successes. Success causes organizations to be complacent in the belief that they have figured it all out. On the other hand, failure increases the desire to learn and challenge existing beliefs. Those organizations that fail end up being more successful in the end.
- Success breeds complacency and overconfidence and reduces the incentive to learn. Organizations who regularly succeed may in fact suffer from this experience in the long term.
- Organizations learn more from large failures than from smaller ones. As part of a community that believes in failing (learning) fast, this one is the hardest for me. But at the least it supports the notion of celebrating failure when it occurs in the larger or the small.
- Organizations should embrace failure so that they can learn from it. One response to failure is to punish those involved or hide the failure. Organizations that are open about their failures have an increased chance of learning and then improving because of it.
As many people like Luke have pointed out - failure isn't the goal. However, when it happens we can either run from it or celebrate it. The evidence from the Orbital Launch industry strongly suggests that celebrating failure is in order. For even more reason to celebrate, take a look at part 2.
Subscribe to Winnipeg Agilist by Email
Failing to Learn? The Effects of Failure and Success on Organizational Learning in the Global Orbital Launch Vehicle Industry
Abstract: "It is unclear whether the common finding of improved organizational performance with increasing organizational experience is driven by learning from success, learning from failure, or some combination of the two. We disaggregate these types of experience and address their relative (and interactive) effects on organizational performance in the orbital launch vehicle industry. We find that organizations learn more effectively from failures than successes, that knowledge from failure depreciates more slowly than knowledge from success, and that prior stocks of experience and the magnitude of failure influence how effectively organizations can learn from various forms of experience"
Published at DZone with permission of Steve Rogalsky , DZone MVB. See the original article here.
Opinions expressed by DZone contributors are their own.