Celebrating failure: Tim Baxter at TEDxLjubljana
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0:08 - 0:11Thank you very much,
ladies and gentlemen. -
0:11 - 0:15Well, what I'd like to do today
in this very brief talk, -
0:15 - 0:19is a small social revolution,
I hope. -
0:19 - 0:23As you can see behind me,
my talk is about celebrating failure. -
0:23 - 0:27And when you say failure, very often,
people just switch off. -
0:27 - 0:29But what I'd like to do is --
I'd like to suggest today -
0:29 - 0:33that there are useful failures
and not so useful failures. -
0:33 - 0:35And i'd like to try
and help you understand -
0:35 - 0:38how we can manage our failures.
-
0:38 - 0:41So I'll begin with
a very simple question. -
0:41 - 0:45The simple question is:
who makes mistakes? -
0:45 - 0:48Everybody absolutely,
human beings make mistakes. -
0:48 - 0:51All human beings
make mistakes. -
0:51 - 0:53There are no exceptions.
-
0:53 - 0:57So if it's inevitable for human beings
to make mistakes -- -
0:57 - 1:01Why is it that every single error
that we make -
1:01 - 1:05we tend to overexaggerate
and see it as a disaster? -
1:05 - 1:08We can't get there,
we'll never get there. -
1:08 - 1:12It's as if an error, a mistake,
a failure means no success, -
1:12 - 1:16It's as if in our brains,
we've got this idea of a spectrum, -
1:16 - 1:19on one side you have success,
-
1:19 - 1:21and on the other side,
it's failure. -
1:21 - 1:24But what i'd like to suggest is
that's not the case, -
1:24 - 1:27and if we're able to understand failure,
-
1:27 - 1:30and failing well,
and create a failing well culture, -
1:30 - 1:34well then we can create
the best path to success. -
1:34 - 1:36But to do that,
unfortunately, -
1:36 - 1:40we have to make a very big shift
in our perspectives. -
1:40 - 1:42It's quite difficult.
It's not easy to start -
1:42 - 1:44thinking positively about failures.
-
1:44 - 1:46We need to embrace failures.
-
1:46 - 1:49What we tend to do
is we tend to ignore them, -
1:49 - 1:53or hide them,
just pretend they're not happening. -
1:53 - 1:56If we do that, we're unable
to take the information -
1:56 - 1:58that comes from mistakes,
-
1:58 - 2:00and we're able to take this information
-
2:00 - 2:03and use it well
on our path to success. -
2:03 - 2:06Basically, I'm gonna give you
this very simple quotation -
2:06 - 2:09from Aldous Huxley,
I like it very much. -
2:09 - 2:11"Experience is not
what happens to you. -
2:11 - 2:14It is what you do with
what happens to you." -
2:14 - 2:19In other words, we need to use what happens,
and apply what happens, -
2:19 - 2:21rather than pretending something
-
2:21 - 2:24that goes wrong hasn't happened.
-
2:24 - 2:27And i'd like to begin by showing you
that this already exists -
2:27 - 2:32by taking a particular industry
that is failure obsessive. -
2:32 - 2:35Everything it does
is linked to failure, -
2:35 - 2:37and so it's part of it's culture.
-
2:37 - 2:43Why? Well, because if it doesn't
manage the small mistakes -
2:43 - 2:49then unfortunately,
the result is very strong. -
2:49 - 2:50It's the nuclear industry.
-
2:50 - 2:53They have the safest safety record
-
2:53 - 2:55of any industry and just as well
-
2:55 - 2:58because if they make a big mistake,
a disaster -
2:58 - 3:01then many people are killed across continents,
-
3:01 - 3:04and also it's a long term disaster.
-
3:04 - 3:05So what have they done?
-
3:05 - 3:08They got obsessive about mistakes.
-
3:08 - 3:11They've started to understand
that using mistakes in order -
3:11 - 3:17to stop disasters is the only way
to keep safety an absolute premium. -
3:17 - 3:20I'll just show you,
just very briefly, -
3:20 - 3:24four main summaries
that they've come up with. -
3:24 - 3:30First one, everyone,
is responsible for the mistakes. -
3:30 - 3:34Everyone is responsible
as they're part of the process. -
3:34 - 3:37Now, once you've understood
that everyone's responsible, -
3:37 - 3:40then it gets easier to create
an open environment, -
3:40 - 3:42where people are communicating openly
-
3:42 - 3:47about what's gone right,
and what's gone wrong as well. -
3:47 - 3:50That takes us on to the third idea,
and the third idea is questioning. -
3:50 - 3:54It doesn't matter who tells you
to do something. -
3:54 - 3:58It doesn't matter how often
the process has been followed. -
3:58 - 4:02You can always
question that person. -
4:02 - 4:05If the idea is to try and understand
and keep safety high. -
4:05 - 4:09And finally,
everything that comes out, -
4:09 - 4:12especially the mistakes are shared.
-
4:12 - 4:14You can notice that this is from
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4:14 - 4:16the Institute of Nuclear Power Operations.
-
4:16 - 4:17What does that mean?
-
4:17 - 4:21It's a sector-wide idea.
-
4:21 - 4:24In other words, we don't keep
our information to ourselves. -
4:24 - 4:28We share it amongst everyone,
all the competitors. -
4:28 - 4:30Now that's pretty interesting.
-
4:30 - 4:33But where's the link between
mistakes and disasters? -
4:33 - 4:36Well, to do that,
I'm going to show you this. -
4:36 - 4:37This is the accident pyramid,
-
4:37 - 4:41it comes from a very different sector,
the insurance sector. -
4:41 - 4:46The insurance sector basically
it's based on failure. -
4:46 - 4:49It has business from failure.
-
4:49 - 4:52This pyramid behind me,
it's about a 100 years old. -
4:52 - 4:56They've updated [it]. What you see,
on the screen behind me -
4:56 - 4:59is 2003 figures,
something like that. -
4:59 - 5:01What's important
is not the exact figure, -
5:01 - 5:03what's important
is the relationship. -
5:03 - 5:06We'll begin with
the yellow pieces, okay? -
5:06 - 5:07We'll start with first aid.
-
5:07 - 5:09What does first aid mean?
-
5:09 - 5:10It means that,
according to this, -
5:10 - 5:17300 examples of people going
to get bandages, medicine -- -
5:17 - 5:18In other words,
they've cut their finger, -
5:18 - 5:21they're not feeling well,
from the company, okay? -
5:21 - 5:27So the company administers medicines,
and so on to help people. -
5:27 - 5:30Next one up,
30 - severe accidents. -
5:30 - 5:33How do companies
see severe accidents? -
5:33 - 5:35Well, usually it means
that you've spent -
5:35 - 5:38at least 1 day away from work.
-
5:38 - 5:42But, you can imagine,
that's a wide range of accidents. -
5:42 - 5:43So it could be breaking your leg,
-
5:43 - 5:46it could be a serious illness,
and so on. -
5:46 - 5:49And unfortunately,
1 at the top, is fatality, -
5:49 - 5:52and fatality means fatality.
-
5:52 - 5:55Now why all of this,
and why in yellow? -
5:55 - 5:58Well, yellow represents
the reported incidents. -
5:58 - 6:02In other words, companies looking
at the number of accidents. -
6:02 - 6:04They're trying to understand,
how can we bring that down? -
6:04 - 6:06How's it possible
to bring that down? -
6:06 - 6:10Especially, the severe accidents,
and fatalities. -
6:10 - 6:14We can have processes,
we can have rules. -
6:14 - 6:16But how can we really
bring it down? -
6:16 - 6:17How we can make a difference?
-
6:17 - 6:20And the answer is:
the big numbers at the bottom. -
6:20 - 6:21So let's have a look.
-
6:21 - 6:25We'll begin with
the biggest number, 300,000. -
6:25 - 6:27those are risky behaviors,
-
6:27 - 6:29in other words,
doing something -- -
6:29 - 6:31when you shouldn't really
be doing it. -
6:31 - 6:33So you're tired,
you're stressed out, -
6:33 - 6:36you're not concentrated.
-
6:36 - 6:37And the next one up, 3,000.
-
6:37 - 6:40Well, that's near misses,
in other words, -
6:40 - 6:44a chain of risky behaviors, 1, 2, 3, 4.
-
6:44 - 6:47That would be a disaster unless
it were for luck. -
6:47 - 6:50So we were lucky
not to have a disaster. -
6:50 - 6:51Okay, so that's the idea!
-
6:51 - 6:56And the basic idea is if we can manage
the 3,000 and the 300,000, -
6:56 - 7:01we can reduce
the really tough things in the yellow. -
7:01 - 7:04That's the idea,
but, and here's the big but. -
7:04 - 7:06In order to be able to manage
-
7:06 - 7:10the big numbers at the bottom,
we need people to tell us. -
7:10 - 7:13Because in the white
it's the not reported. -
7:13 - 7:16It's people keeping
mistakes to themselves. -
7:16 - 7:18Now I thought, okay,
that's interesting! -
7:18 - 7:19That's about industries!
-
7:19 - 7:23But can we apply this
to everything, to life? -
7:24 - 7:26And it turns out, we can!
-
7:26 - 7:29We can apply this
accident pyramid to anything. -
7:29 - 7:33So I decided to apply it to something
a disaster I brought for you, -
7:33 - 7:35which is my marriage, okay?
-
7:35 - 7:39Now, before we have
a look at my marriage, -
7:39 - 7:40in terms of the accident pyramid,
-
7:40 - 7:43I'm just gonna ask,
is anyone else in the audience, -
7:43 - 7:46have you ever finished
a long term relationship? -
7:46 - 7:49If you have, just put your hand in the air,
just so I understand. -
7:49 - 7:51Fantastic! Oh, just people in the front
apparently, not in the back. -
7:51 - 7:53Okay, good!
-
7:53 - 7:57So if you have ever finished
a long term relationship, -
7:57 - 7:59you can play along with me, okay?
-
7:59 - 8:02The others, you're just
gonna have to imagine. -
8:02 - 8:03So, let's begin.
-
8:03 - 8:05My personal accident pyramid.
-
8:05 - 8:08Risky behaviors, 300,000.
-
8:08 - 8:09Wow, that's a lot.
-
8:09 - 8:15Examples, well, it could be drinking
the beer directly out of the bottle. -
8:15 - 8:19It could be forgetting
my mother-in-law's birthday. -
8:19 - 8:23It could be paying electricity bill late,
so I have to pay extra. -
8:23 - 8:25Something like that, okay?
-
8:25 - 8:26Fine, next one up.
-
8:26 - 8:30Near misses, well that's a chain
of risky behaviors, -
8:30 - 8:33where basically,
there would be a big argument -
8:33 - 8:37if it were not for the situation
so maybe my wife and myself, -
8:37 - 8:41we find ourselves in a public place,
in a theater, so we can't argue. -
8:41 - 8:44We're in front of my parents.
That's basic idea. -
8:44 - 8:45Let's go up to 300.
-
8:45 - 8:47Oh well, that's when
there's screaming arguments, okay? -
8:47 - 8:51So that's when there's
a difference of opinion. -
8:51 - 8:53I think is what I'd say.
-
8:53 - 8:54We go up to 30.
-
8:54 - 8:5730 I put out
as walking out of the house, -
8:57 - 9:02but you can also include, if you wish,
slamming doors, and so on. -
9:02 - 9:04And finally, number 1.
That's a letter from her lawyer -
9:04 - 9:07saying I want a separation, okay?
-
9:07 - 9:11So, I thought, well --
-
9:11 - 9:13How did that happen there?
-
9:13 - 9:16I mean we didn't get married
for us to get divorced, right? -
9:16 - 9:18So how did that happen?
-
9:18 - 9:20And it turns out
that the best way for me -
9:20 - 9:26to have managed this disaster
is exactly the same ideas -
9:26 - 9:29that the nuclear industry had.
-
9:29 - 9:30That's amazing!
-
9:30 - 9:34Everyone in the relationship
is responsible for the process. -
9:34 - 9:37Openness means open communication,
-
9:37 - 9:40and so giving feedback,
-
9:40 - 9:43questioning whatever it is is useful,
-
9:43 - 9:44and finally constant learning
-
9:44 - 9:47in order to help yourself get to,
-
9:47 - 9:50in this case, a successful situation.
-
9:50 - 9:54So, if it's so obvious,
why don't we do it? -
9:54 - 9:58Well, David Ledbetter spoke about
you are what you share. -
9:58 - 10:00And an interconnected world,
-
10:00 - 10:03there is so much potential for sharing.
-
10:03 - 10:07But we're afraid
of sharing information. -
10:07 - 10:09We're afraid either in relationships,
-
10:09 - 10:11or in a much bigger situation,
-
10:11 - 10:13in organizations as well.
-
10:13 - 10:14Why is that happening?
-
10:14 - 10:19Well, I'm going to suggest
that it's a question of timing. -
10:19 - 10:25There's a basic idea that short term
is ever more important. -
10:26 - 10:28In other words, you're looking just
at the next quarter. -
10:28 - 10:30What's happening at the next quarter
-
10:30 - 10:32we're not looking ahead enough.
-
10:32 - 10:37And short-termism
has permeated society. -
10:37 - 10:38But this is a problem,
-
10:38 - 10:40Because basically, at this point,
-
10:40 - 10:42where's the innovation coming from?
-
10:42 - 10:45Where's the learning coming from?
-
10:45 - 10:48Where's showing initiative coming from?
-
10:48 - 10:51Basically, ladies and gentlemen,
very often it seems -
10:51 - 10:55that we're paid to not make mistakes.
-
10:55 - 10:58But you know, if you are paid to
not make mistakes -
10:58 - 11:00then how are we gonna go forward?
-
11:00 - 11:02How's that possible?
-
11:02 - 11:05And a correlation to not making mistakes,
-
11:05 - 11:09ladies and gentlemen,
unfortunately, is the blame culture. -
11:09 - 11:13The blame culture when there
is a mistake is this finger pointing. -
11:13 - 11:15It's your fault.
-
11:15 - 11:17And so what we can do is we can
-
11:17 - 11:19put the responsibility on to a person.
-
11:19 - 11:23We can attribute the problems
to a person. -
11:23 - 11:25But does that mean
the problems have gone away? -
11:25 - 11:28Probably not, probably not.
-
11:30 - 11:33What all of this has caused,
ladies and gentlemen, -
11:33 - 11:36is if I make a mistake,
it's probably best to me -
11:36 - 11:39to shut up, to keep quiet,
-
11:39 - 11:42and this creates cover ups.
-
11:42 - 11:43And what the cover ups do?
-
11:43 - 11:48Well, cover ups create the potential
for systemic disasters. -
11:48 - 11:51That's the fatality at the top.
-
11:51 - 11:53I'll give you some examples.
-
11:53 - 11:571986, this is a technological disaster.
-
11:57 - 12:01Space shuttle Challenger disaster.
-
12:01 - 12:06Logistics, how about
the Denver international airport -
12:06 - 12:10automatic baggage handling system.
-
12:10 - 12:14It went more than half
a million dollars over budget. -
12:14 - 12:18It failed to deliver for 10 years,
and finally, it was stopped. -
12:18 - 12:21A little bit more recent
the environmental disaster -
12:21 - 12:25that came out of the deep water horizon.
-
12:25 - 12:27All of these are systemic disasters
-
12:27 - 12:29but maybe the biggest one,
-
12:29 - 12:31is something we're living through right now,
-
12:31 - 12:33which is the financial crack.
-
12:33 - 12:34What you can see behind me,
-
12:34 - 12:38is the Economist front cover.
-
12:38 - 12:42But my question to you is:
which year do you think this is? -
12:42 - 12:442008? 2010?
-
12:46 - 12:50No, actually, unfortunately,
it's November 1997. -
12:50 - 12:53You see, we're not very good
at learning from failures. -
12:53 - 12:57We tend to sort of forget them,
ignore them. -
12:57 - 13:00Let me try and put everything together,
in synthesis. -
13:00 - 13:05Well, in a perfect world,
everything would be right, -
13:05 - 13:08and we'd understand,
and that would be wonderful. -
13:08 - 13:10But we don't live in a perfect world!
-
13:10 - 13:12Let's take the opposite.
-
13:12 - 13:17I do something, it doesn't go right,
and I don't understand why. -
13:17 - 13:19And probably,
I don't want to understand why, -
13:19 - 13:24because failing is bad.
So I'll just forget it! -
13:24 - 13:30Short term pressure makes us feel
-
13:30 - 13:33that what's come up
now is the answer. -
13:33 - 13:37In other words, you're successful,
but it's not important -
13:37 - 13:40how or why you were successful.
-
13:40 - 13:44And very often, short-termism
means you were lucky. -
13:45 - 13:47Well, that's good for
the immediate result. -
13:47 - 13:49But there's a problem.
And the problem is -- -
13:49 - 13:53you don't know how to repeat it,
and probably what we're doing is, -
13:53 - 13:56we're sewing the seeds
to an eventual disaster. -
13:56 - 13:58So what I'm going to
suggest this afternoon -
13:58 - 14:02is why not think about
short term mistakes -
14:02 - 14:04being an important part of learning
-
14:04 - 14:06to get to the overall goal?
-
14:06 - 14:10In other words, shifting,
moving from this idea -
14:10 - 14:12of successful - unsuccessful,
-
14:12 - 14:17to why we are
successful or unsuccessful. -
14:17 - 14:18That's the basic idea.
-
14:18 - 14:20So, let me put it all together.
-
14:20 - 14:23What have I learned from failure?
-
14:23 - 14:24I've learned these things here.
-
14:24 - 14:28First, failing well means learning,
-
14:28 - 14:31especially the difficult feedback.
-
14:31 - 14:33In fact if you can take something
from the difficult feedback, -
14:33 - 14:36that's usually the most
important information. -
14:36 - 14:38Second one,
if you're too short term -
14:38 - 14:40about how you see things,
-
14:40 - 14:43you're probably creating,
without knowing it, -
14:43 - 14:47the basis for a long term disaster.
-
14:47 - 14:50Third, accountability doesn't mean
punishing people, -
14:50 - 14:54it menas understanding
you're part of the process. -
14:54 - 14:58And finally, if we can create
a no blame culture, -
14:58 - 15:02basically, we automatically
have more openness. -
15:02 - 15:02So in other words,
-
15:02 - 15:05there's much more
information that comes out. -
15:05 - 15:07Now, I can't do this by myself.
-
15:07 - 15:12I can't create a failing well
culture by myslef. -
15:12 - 15:13So, I need some activists.
-
15:13 - 15:16And I thought I'd start with
600 people today, okay? -
15:16 - 15:18So I know you're busy today.
-
15:18 - 15:21So, as of tomorrow,
ladies and gentlemen, -
15:21 - 15:24let's all start failing well.
-
15:24 - 15:25Thank you very much!
-
15:25 - 15:27(Applause)
-
15:31 - 15:33Host: Now, Tim, I have one question.
-
15:33 - 15:36We're in European, Western society
-
15:36 - 15:39and most of your examples,
nuclear and so on, -
15:39 - 15:42were from this society,
this culture. -
15:42 - 15:44Do these messages
apply across cultures? -
15:44 - 15:46TB: Yes, it's a very good question!
-
15:46 - 15:48In terms of short-termism.
-
15:48 - 15:50So this idea of just looking
at the next quarter, -
15:50 - 15:54that's very much an idea
of the western world. -
15:54 - 15:57But the idea of cover ups,
is world-wide. -
15:57 - 16:01It links to how much information
-
16:01 - 16:04is power if you retain it
or you share it. -
16:04 - 16:06But let's say what's
underlying everything. -
16:06 - 16:08So in other words,
what goes across cultures, -
16:08 - 16:10is the idea of embarrassment and shame,
-
16:10 - 16:12which changes from culture to culture.
-
16:12 - 16:14So, in the eastern cultures,
-
16:14 - 16:18shame would be
looking bad in front of the group -
16:18 - 16:20whilst generally in the west --
-
16:20 - 16:21It's shame feeling.
-
16:21 - 16:24I'm unable to do something - the individual,
-
16:24 - 16:26So yes, the basic idea.
-
16:26 - 16:28But how we would change that
-
16:28 - 16:30that's gonna change
from culture to culture. -
16:30 - 16:32Host: Okay, thank you very much!
Tim Baxter. -
16:32 - 16:35(Applause)
- Title:
- Celebrating failure: Tim Baxter at TEDxLjubljana
- Description:
-
Tim Baxter speaks about ‘Celebrating Failure’ and how short term attitudes are creating a blame culture so that rather than learning from mistakes we ignore, reject or hide them.
His suggestion is to create a counter culture of 'Failing Well'
to not only prevent systemic disasters but also promote innovation and initiative. - Video Language:
- English
- Team:
- closed TED
- Project:
- TEDxTalks
- Duration:
- 16:37
Ivana Korom edited English subtitles for Celebrating failure: Tim Baxter at TEDxLjubljana | ||
Ivana Korom approved English subtitles for Celebrating failure: Tim Baxter at TEDxLjubljana | ||
Ivana Korom edited English subtitles for Celebrating failure: Tim Baxter at TEDxLjubljana | ||
Ivana Korom edited English subtitles for Celebrating failure: Tim Baxter at TEDxLjubljana | ||
Lena Capa accepted English subtitles for Celebrating failure: Tim Baxter at TEDxLjubljana | ||
Lena Capa commented on English subtitles for Celebrating failure: Tim Baxter at TEDxLjubljana | ||
Lena Capa edited English subtitles for Celebrating failure: Tim Baxter at TEDxLjubljana | ||
Lena Capa edited English subtitles for Celebrating failure: Tim Baxter at TEDxLjubljana |