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Failing Fast

In: Fallibility at Work

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  • Øyvind Kvalnes

    (BI Norwegian Business School)

Abstract

This chapter explores how learning from failure requires close attention to the distinction between causes of failure and blame for failure. It also identifies and discusses three psychological phenomena that pose a challenge to effective learning from failure. All of them have links to the communication climate for voicing a concern that the proposed course of action may not after all be the best one. First, the sunk-cost-fallacy is the tendency we have to follow through on an activity even when it is not meeting our expectations, because of the resources we have already invested in it. Second, research on the bystander effect indicates that the more people who are witness to an event that calls for help or some other form of intervention, the less likely it is that anybody will step forward and help or intervene. Third, people are vulnerable to the confirmation fallacy, in that they have a tendency to notice information that is in line with their beliefs and assumptions, and to disregard information that gives them reason to reconsider.

Suggested Citation

  • Øyvind Kvalnes, 2017. "Failing Fast," Springer Books, in: Fallibility at Work, chapter 0, pages 21-38, Springer.
    • Handle: RePEc:spr:sprchp:978-3-319-63318-3_2
    DOI: 10.1007/978-3-319-63318-3_2
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