{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

The Limits of Learning From Failure

The real problem, I’d argue, is that when first-time leaders fail, they often do so spectacularly

Kevin Meyer
Mon, 03/25/2019 - 12:02
  • Comment
  • RSS

Social Sharing block

  • Print
Body

Experienced leaders know that failure is not necessarily a negative and can lead to both individual and organizational learning. We try to embrace failure and create a culture where appropriate failure is accepted as long as it’s learned from, giving our team members the space and support to fail. That creates learning and innovation.

ADVERTISEMENT

Preferably the possibility of failure is an intentional result. To achieve this positive outcome, an experiment is defined, with expected potential outcomes identified, and then there is an intentional reflection activity on what actually happened. This reflection creates the learning and becomes the foundation for future experiments. Many of us are beginning to see this manifestation of the plan-do-check-act (PDCA) process as kata.

Sometimes it’s unintentional, where we are thrust into an unexpected situation with even more unexpected results. A family medical emergency years ago taught me a lot about compassion, self-care, and the insurance industry. Two decades ago a rapid change in an industry taught me how to manage extreme business disruption.

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us