by Brandon Springle, Contributor
Have you ever found yourself wrestling with the consequences of failure?
Have you considered the possibility that all failures are not treated equally?
There are power dynamics related to failure tolerance, and it is important that we maintain awareness of the cultural signals sent on who is allowed to make a mistake. Dr. Amy Edmondson references the concept of an “unequal license to fail” in her award-winning book “The Right Kind of Wrong: The Science of Failing Well.” (Listen to our podcast interview Dr. Edmonson here!) Her quote “Cultivating psychological safety is not the same thing as cultivating belonging” deeply resonates with me as an ardent student of psychological safety. Setting the expectation for inclusive spaces empowers others to level the field of play on the failure landscape.
As I reflected on this “unequal license” for failure, I immediately homed in on my firsthand experiences. I remembered my first job in HR 15 years ago when I had to send out communications to all employees. I recall being terrified of making a grammatical mistake for fear that my reputation would be tarnished. That may seem trivial to you, but the perception of my reputation at that time was of great importance to me. The reason my brand was so important to me is because early on I recognized as a black man in America, my success was not mine alone. There were many I have met along the way who were inspired and saw me as a beacon of hope. For me, this was perplexing as my father was a corporate accountant in the late 80’s. I didn’t recognize what my presence in corporate America at that time meant to many, but my understanding has grown as I have encountered numerous challenges on my career journey.
When I reflect on my fears at that time, I recognize now that the anxiety I felt was caused by what I know to be “social threats.” As I have learned about psychological safety, I often reference the SCARF Framework by Dr. David Rock. This framework focuses on 5 domains of the human social experience: Status, Certainty, Autonomy, Relatedness, and Fairness. With the understanding that these domains can be either rewarded or punished, it became clear what I was experiencing. My “Status” and “Fairness” domains constantly felt as if they were under attack. It wasn’t until I experienced a leader that truly saw me that these “threats” began to subside. As I began to feel more psychologically safe, I was able to speak with much less restriction. This freedom allowed me to shine in an authentic way, elevating my capacity to contribute and continuously improve.
Three Strategies to Level the Failure Playing Field
I have learned tremendously as a result of my experiences. Here are three ways to level set the power dynamics allowing you to “fail well” with intelligent experimentation:
1. Seek to understand the power dynamics at play: It is paramount that you understand the cultural landscape you are embarking on. Observe carefully for what is both seen and unseen. Use these insights to shape your approach to how you might seek clarity.
2. Seek clarity on expectations and ask questions: Model curiosity and understand what you are hoping to accomplish. What is the relevance of this initiative for you and for your organization? What are those insights that you can get from asking effective questions?
3. Seek out a “systems” approach to failure to improve communication: I encourage you to approach failure with a systems mindset. One framework I have found value in is Failure Modes and Effects Analysis (FMEA). This framework hinges on a systems-oriented approach to understanding potential failure modes, failure severity, and potential outcomes of failure. Using a framework helps you map out possibilities and better communicate what “could” happen to all key stakeholders. This is especially important when navigating uncharted territory.
As a final reflection on this concept of an “unequal license to fail,” I am left with a sense of empowerment based on my learning. By studying our environment, modeling curiosity, and elevating communications around failure risks, we begin to see a path forward to fail well. By learning the science of failing well, there is a renewed vigor in how we might show up regardless of societal stereotypes. When an individual can show up in their full power, organizations reap the benefits of power distribution through cultivating an environment of belonging.
“When we clearly see what is important to us, we can communicate with greater nuance and potentially be open to what is important to the other person.”
Sarah Noll Wilson, Author of “Don’t Feed the Elephants: Overcoming the Art of Avoidance to Build Powerful Partnerships”
Resources
Handbook of NeuroLeadership: Rock, Dr. David, Ringleb, Dr. Al H: 9781483925332: Amazon.com: Books
Failure Modes & Effects Analysis (FMEA) – Template & Example (goleansixsi gma.com)
