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Blame and biases — such as hindsight bias — give us a convenient story about what happened in any negative situation. To the extent that a story feels comfortable, we believe that it's true but when we get to that convenient point we stop learning.
Skipping the learning process alleviates the discomfort of dealing with complex systems, but it costs in the long-term because you ignore the context of the incident and don’t address areas of fragility.
Most companies conduct postmortems at a project’s end to analyze and outline the factors that contributed to its failure. But this reflection, examination and evaluation might not be as useful as most wait for failures to conduct them and stop the analysis once the guilty are identified.
Failures don't happen frequently enough to learn at the rate that’s needed to really thrive in a competitive environment. Learning reviews, on the other hand, aim to gather information and can be conducted after each experiment or iteration allowing improvements regardless of successes.
To extract a full account of the incident, remove blame and punishment on an organizational level from your retrospectives. You get there easier by reducing the fear and biases that creep in during the investigation of failures, and by choosing reconciliation and immunity over retribution.
Often, the conditions that lead to the negative outcome would still be there even if you removed the guilty individuals. And if the guilty are fired, you lose those who are better placed to help you learn from the incident.
A timeline is an account of what happened by the people who were involved and impacted. Create a timeline with input from as many people from diverse points of view. With some training, anyone in the organization can do it.
A good timeline shows not just what happened, but serves as a reference point to keep the review on track. It should capture what people were thinking at the time it was happening instead of reflecting what happened from the biased perspective of the present.
SIMILAR ARTICLES & IDEAS:
... specifically cognitive biases, are your unchecked tendencies to make decisions or take actions in an irrational way.
Instead of making decisions based on facts and data, you ...
The brain creates shortcuts in order to make fast decisions when it hits information or inspiration overload.
These shortcuts form unconscious biases so it’s easier for your brain to categorize information and make quick judgments over and over again.
This means that when something good happens, you take the credit, but when something bad happens, you blame it on external factors.
Self-serving bias may manifest at work when you receive critical feedback. Instead of keeping an open mind, you may put up a defense when your manager or team member is sharing feedback or constructive criticism.
Leadership failures in government, business, and nonprofits have created a demand for leadership studies and literature.
Unfortunately, these materials describe u...
Leadership has become a kind of morality tale: Leaders are supposed to be authentic and truthful, paying attention to their employees' well-being and building trust.
The moral framing of leadership does not consider the real complexities and difficulties that leaders face.
Sometimes, being pragmatic necessitates doing seemingly bad things to achieve good results. This means that leaders may have to act in strategic misrepresentation, contrary to their own feelings.