Amy C. Edmondson’s Right Kind of Wrong: The Science of Failing Well (2023) explores failure as a critical component of learning, innovation, and growth when approached constructively. Drawing on decades of research, including her foundational work on psychological safety, Edmondson argues that not all failures are equal and that understanding their types - basic, complex, and intelligent - enables us to “fail well.” The book combines academic insights, real-world examples (like Pixar’s creative missteps or scientific breakthroughs), and practical strategies to reframe failure as a tool for progress rather than a setback.
Key Points from Right Kind of Wrong
- Three
Types of Failure
Edmondson categorizes failures to clarify how to respond: - Basic
Failures: Caused by preventable errors in routine processes, often
due to inattention or lack of skill (e.g., a manufacturing defect from
not following protocol). These should be minimized through training and
systems.
- Complex
Failures: Arise in familiar but intricate systems where multiple
factors (people, processes, external variables) interact unpredictably
(e.g., a supply chain disruption). These require vigilance and
collaboration to address.
- Intelligent
Failures: Result from deliberate experiments in new territory, like
testing a hypothesis in R&D. These are valuable for innovation and
should be encouraged in safe, small-scale settings.
- Reframing
Failure as a Learning Opportunity
Failure is only wasteful if we don’t learn from it. Edmondson emphasizes that “failing well” means analyzing failures to extract insights rather than hiding or ignoring them. This requires a mindset shift: instead of fearing failure, view it as data for improvement. For example, she cites how Pixar’s early drafts of films often fail creatively but lead to better stories through iterative feedback. - Psychological
Safety Is Essential
Building on her earlier work, Edmondson stresses that environments where people feel safe to take risks, speak up, or admit mistakes are critical for learning from failure. Without psychological safety, teams miss warning signs or avoid experimenting due to fear of blame. She highlights organizations like Google, where open dialogue about setbacks drives innovation. - Context
Matters in Judging Failure
The book underscores that the stakes and context of a failure shape how we should respond. In high-stakes settings (e.g., aviation), basic failures are unacceptable, but in creative or scientific fields, intelligent failures are necessary for breakthroughs. Edmondson advises tailoring responses to the failure’s type and context rather than treating all failures the same. - Systems
Thinking to Prevent and Learn from Failure
Complex failures often stem from interconnected systems, not individual errors. Edmondson advocates for systems thinking - mapping out contributing factors and addressing root causes. She also recommends practices like after-action reviews to dissect failures and share learnings, as seen in industries like healthcare and tech. - Encouraging
Intelligent Failure
To innovate, organizations must foster intelligent failures - small, calculated risks in pursuit of new knowledge. Edmondson suggests setting clear boundaries for experiments (e.g., low cost, quick feedback) and celebrating thoughtful failures that yield insights, like scientists discarding failed hypotheses to refine theories. - Overcoming
the Fear of Failure
Society often stigmatizes failure, which stifles risk-taking. Edmondson encourages individuals and leaders to normalize failure as part of growth by modeling vulnerability (e.g., sharing their own mistakes) and rewarding those who take smart risks. She cites examples like entrepreneurs who pivot after early flops to build successful ventures. - Practical
Tools for Failing Well
- Conduct
After-Action Reviews: Analyze what happened, why, and how to improve.
- Foster
Vigilance: Watch for subtle warning signs in complex systems to catch
issues early.
- Create
Learning Cultures: Share failure lessons across teams to build
resilience.
- Design
Safe Experiments: Test ideas in low-stakes settings to encourage
innovation.
- Build
Redundancies: In complex systems, have backup plans to mitigate
risks.
Core Message
Edmondson’s core argument is that failure is inevitable but
can be a powerful catalyst for progress if we distinguish between its types and
respond thoughtfully. By fostering psychological safety, embracing systems
thinking, and encouraging intelligent risks, individuals and organizations can
turn failures into stepping stones for success. The book is both a call to
rethink our relationship with failure and a practical guide to making it work
for us.
For more details, you can explore Right Kind of Wrong.
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