Week 104: The Right Kind of Failure
Failure is inevitable in any journey toward progress, but not all failures are the same—or deserve the same response. Harvard Business School professor Amy Edmondson, renowned for her work on psychological safety, has introduced a nuanced framework for understanding failure. She highlights that some failures are deeply blameworthy, while others are praiseworthy, even necessary, for innovation and learning. Her framework outlines an axis of failures, ranging from sabotage to experimentation, offering a guide for leaders to respond appropriately and build cultures of growth.
Understanding the Axis of Failure
Amy Edmondson’s axis categorizes failures based on their intent, context, and outcomes, moving from the most blameworthy to the most praiseworthy:
- Sabotage (Highly Blameworthy) At the farthest end of the blameworthy spectrum is sabotage—intentional harm to a system, process, or organization. These failures are rooted in malice, such as deliberately falsifying data or undermining a team project. Sabotage erodes trust and damages organizational health, warranting accountability and corrective action.
- Inattention When failures stem from carelessness or a lack of focus, they remain blameworthy but less severe than sabotage or deviance. Examples include overlooking critical safety protocols or missing deadlines due to distraction. These failures often point to lapses in discipline or prioritization and can be mitigated through mindfulness and clearer processes.
- Inability Failures caused by an inability to perform tasks, often due to a lack of training, skill, or capacity, also fall on the blameworthy side. While not malicious, these failures highlight systemic issues like poor hiring decisions or inadequate support. They call for investment in learning, development, or resource allocation to prevent recurrence.
- Challenge As we move toward less blameworthy territory, we encounter failures that arise from taking on challenges. These occur when individuals or teams tackle ambitious goals or push the boundaries of their capabilities. While they might fall short of success, these failures demonstrate courage and effort. The lessons learned here often lead to personal and organizational growth.
- Uncertainty Failures born from uncertainty happen in situations where outcomes are unpredictable due to complex systems or novel circumstances. For example, a team launching a new product in an unfamiliar market may encounter unforeseen obstacles. These failures, while unavoidable, are valuable for generating insights and refining strategies and hence deserving of praise.
- Experimentation (Praiseworthy) At the most praiseworthy end of the spectrum is experimentation—a cornerstone of innovation. These failures occur in controlled environments where teams intentionally test new ideas, knowing that not all will succeed. Experimentation is an essential driver of progress, as it fosters learning and paves the way for breakthroughs.
Why Not All Failures Are Blameworthy
Edmondson emphasizes that failure must be evaluated in its context. Blameworthy failures like sabotage or inattention undermine trust and progress, while praiseworthy failures like those from uncertainty or experimentation are crucial for growth. A culture that fails to differentiate between the two risks stifling innovation, as fear of blame discourages risk-taking and creativity.
Leading with Psychological Safety
To harness the value of the right kind of failure, leaders must:
- Encourage calculated risks: Create environments where employees feel safe to explore and innovate.
- Analyse context: Focus on understanding the intent and conditions behind a failure rather than assigning blame.
- Celebrate learning: Recognize the lessons gained from experimentation and uncertainty-driven failures.
Building a Blame-Free Future
Amy Edmondson’s framework for failure provides a roadmap for growth-oriented organizations. By understanding the axis of failure, leaders can foster environments where individuals feel empowered to take risks, learn from mistakes, and innovate without fear of retribution.
Not all failures are created equal, and not all are blameworthy. Some are the foundation of progress—pathways to a future built on curiosity, resilience, and the courage to try again.
