Starred review from July 1, 2023
For fans of Bren� Brown's The Gifts of Imperfection, this title from Harvard Business School professor Edmondson might feel like an intuitive next step. For others, it will build on the premise that failure isn't such a bad thing, with its advice about how to make mistakes in ways that increase resiliency rather than eroding one's self esteem. The first section in this two-part book focuses on the "failure landscape"; the second on practicing the "science of failing well." Edmondson offers frameworks to help readers understand typologies of failure, and she intersperses personal narratives with research that backs up her points in clear, measurable ways. What's unique and valuable about this book is how Edmondson helps her audience understand the difference between the "right" kinds of failures and the ones they should avoid--a critical distinction that ensures readers can begin to let go of some of their preconceived notions about comfort while retaining a safe and stable inner core to help them courageously move forward. VERDICT Perfect for readers more interested in evidence-based research than vision boards, this is a recommended addition to any self-help shelf.--Emily Bowles
Copyright 2023 Library Journal, LLC Used with permission.
July 17, 2023
The idea that “failures are stepping stones on the way to success” is popular wisdom, observes Harvard Business School professor Edmondson (The Fearless Organization) in this enterprising reappraisal of what it means to misfire. But not all failures are created equal. Sifting through social psychology and a quarter century of her own academic research, Edmondson delineates the difference between “intelligent failures,” which “don’t cause unnecessary harm, and generate useful learning that advances our knowledge”; “basic errors,” which include such preventable mishaps as sending an email meant for a friend to a boss; and “complex failures,” which stem from “not one but multiple causes” and can be reduced, though not wholly eradicated, by “catching small problems before they spiral out of control.” Edmondson also delves into the organizational importance of “psychological safety,” or the knowledge that failures won’t be held against the “culprit,” making for better performance and lower burnout rates. Strategies for managing failure include casting off shame in order to learn from mistakes, and practicing “situation awareness” to parse the “failure potential” of given circumstances. Drawing on fascinating examples of individual and public mishaps—hospital errors, aviation mistakes, nuclear accidents, for example—Edmondson sets out a cogent, information-rich study based in clearly explained research and buttressed by an abundance of practical tools. Perfectionists will find this freeing.