Showing posts with label learn. Show all posts
Showing posts with label learn. Show all posts
Tuesday, 3 October 2023
Sunday, 19 June 2016
Why failure is the key to flying high
If at first you don’t succeed: Leonardo DiCaprio as Howard Hughes in The Aviator. Photograph: Miramax/Everett/Rex/Shutterstock
Matthew Syed in The Guardian
We want our children to succeed, in school and, perhaps even more importantly, in life. But the paradox is that our children can only truly succeed if they first learn how to fail. Consider the finding that world-class figure skaters fall over more often in practice than low-level figure skaters. At first sight this seems contradictory. Why are the really good skaters falling over the most?
The reason is actually quite simple. Top skaters are constantly challenging themselves in practice, attempting jumps that stretch their limitations. This is why they fall over so often, but it is precisely why they learn so fast. Shizuka Arakawa of Japan estimates that she endured some 20,000 falls as she progressed from a beginner to an Olympic champion.
Lower-level skaters have a quite different approach. They are always attempting jumps they can already do very easily, remaining within their comfort zone. This is why they don’t fall over. In a superficial sense, they look successful, because they are always on their feet. The truth, however, is that by never failing, they never progress.
What is true of skating is also true of life. James Dyson worked through 5,126 failed prototypes for his dual cyclone vacuum before coming up with the design that made his fortune. These failures were essential to the pathway of learning. As Dyson put it: “You can’t develop new technology unless you test new ideas and learn when things go wrong. Failure is essential to invention.”
Even in areas of life where failure is potentially catastrophic, it is still vital to respond positively. In aviation, for example, every aircraft is equipped with two almost-indestructible black boxes: one records the electronic information from the on-board computers and the other records sounds in the cockpit. When there is a crash, these boxes are recovered and analysed so that enlightened changes can be enacted. This means that the same mistake never happens again. It is this constant willingness to learn from failure that means aviation has become one of the world’s safest forms of transportation. Last year the accident rate for major airlines was just one crash for every 8.3 million take-offs.
In healthcare, however, things are very different. Clinicians don’t like to admit to failure, partly because they have healthy egos (particularly the senior doctors) and partly because they fear litigation. The consequence is that instead of learning from failure, healthcare often covers up failure. The direct consequence is that the same mistakes are repeated. According to the Journal of Patient Safety, 400,000 people die every year in American hospitals alone due to preventable error. That is like two jumbo jets crashing every day or 9/11 happening every few days. In the UK, too, the numbers are shocking. Until healthcare learns to respond positively to failure, things will not improve.
But let us return to children. One of the seminal mistakes in education in the 1970s was the attempt to equip children with confidence by giving them lots of successes (setting the bar very low). The consequence was that the self-esteem of kids became bound up with success, and they became unable to take risks and crumpled as soon as they hit a proper challenge.
We need to flip this approach. In a complex world, failure is inevitable. It is those individuals and institutions that have the resilience and flexibility to face up to failure, learn the lessons and adapt which ultimately excel.
Matthew Syed in The Guardian
We want our children to succeed, in school and, perhaps even more importantly, in life. But the paradox is that our children can only truly succeed if they first learn how to fail. Consider the finding that world-class figure skaters fall over more often in practice than low-level figure skaters. At first sight this seems contradictory. Why are the really good skaters falling over the most?
The reason is actually quite simple. Top skaters are constantly challenging themselves in practice, attempting jumps that stretch their limitations. This is why they fall over so often, but it is precisely why they learn so fast. Shizuka Arakawa of Japan estimates that she endured some 20,000 falls as she progressed from a beginner to an Olympic champion.
Lower-level skaters have a quite different approach. They are always attempting jumps they can already do very easily, remaining within their comfort zone. This is why they don’t fall over. In a superficial sense, they look successful, because they are always on their feet. The truth, however, is that by never failing, they never progress.
What is true of skating is also true of life. James Dyson worked through 5,126 failed prototypes for his dual cyclone vacuum before coming up with the design that made his fortune. These failures were essential to the pathway of learning. As Dyson put it: “You can’t develop new technology unless you test new ideas and learn when things go wrong. Failure is essential to invention.”
Even in areas of life where failure is potentially catastrophic, it is still vital to respond positively. In aviation, for example, every aircraft is equipped with two almost-indestructible black boxes: one records the electronic information from the on-board computers and the other records sounds in the cockpit. When there is a crash, these boxes are recovered and analysed so that enlightened changes can be enacted. This means that the same mistake never happens again. It is this constant willingness to learn from failure that means aviation has become one of the world’s safest forms of transportation. Last year the accident rate for major airlines was just one crash for every 8.3 million take-offs.
In healthcare, however, things are very different. Clinicians don’t like to admit to failure, partly because they have healthy egos (particularly the senior doctors) and partly because they fear litigation. The consequence is that instead of learning from failure, healthcare often covers up failure. The direct consequence is that the same mistakes are repeated. According to the Journal of Patient Safety, 400,000 people die every year in American hospitals alone due to preventable error. That is like two jumbo jets crashing every day or 9/11 happening every few days. In the UK, too, the numbers are shocking. Until healthcare learns to respond positively to failure, things will not improve.
But let us return to children. One of the seminal mistakes in education in the 1970s was the attempt to equip children with confidence by giving them lots of successes (setting the bar very low). The consequence was that the self-esteem of kids became bound up with success, and they became unable to take risks and crumpled as soon as they hit a proper challenge.
We need to flip this approach. In a complex world, failure is inevitable. It is those individuals and institutions that have the resilience and flexibility to face up to failure, learn the lessons and adapt which ultimately excel.
Sunday, 1 February 2015
Tuesday, 2 August 2011
Why do political leaders stride into the same trap, even having witnessed the fate of those who went before them?
Steve Richards: History repeats itself in Libya
Tuesday, 2 August 2011 in The Independent
The same pattern applies in politics. Governments tend to make the same colossal mistakes as their predecessors. Leading figures recognise the errors when they were committed the first time around but then proceed to make a similar set of misjudgements. It's as if they are trapped by dark forces beyond their control.
This is what has happened with David Cameron's response to the crisis in Libya. He watched the first time around, recognised the mistakes and repeated them. The invasion of Iraq was on a much bigger scale and conducted without the support of the UN. Nonetheless, there are precise parallels with Libya. George Bush and Tony Blair invaded Iraq without having a clear outcome in mind. Their official war aims as far as they were specified did not include the removal of Saddam, although that was the outcome they hoped for.
Both leaders assumed that Iraqis would welcome them as liberators and that democracy would follow. As with the earlier war in Afghanistan, Blair declared that financial costs would be relatively low. In the build-up to Iraq, most newspapers hailed Blair for his political courage, even though he was siding with the most powerful military force in the world against an ageing tyrant. We know what followed.
More importantly, David Cameron knew what followed. Friends of Cameron insist he had deep doubts about the war in Iraq at the time, although he voted for it. Later, as Leader of the Opposition, he made one of his best speeches, during which he argued that a lesson of Iraq was that countries could not be bombed into democracy. With Cameron it is not always easy to judge whether he meant what he said or was seeking crudely to widen his party's appeal by belatedly marking distance for Iraq. Still, that was what Cameron argued, in an extensively briefed speech. I recall talking to him at length about it at the time. We must presume he recognised complexity and nuance as the calamity of Iraq unfolded.
Yet earlier this year Cameron rushed to the Commons to make an emergency statement. He supported a no-fly zone over Libya and had taken the lead in securing it. The aim was to protect the Libyans but he hoped the outcome would be the removal of Gaddafi, although this was not an objective. The cost would be a few million pounds. In large parts of the media Cameron was hailed for his leadership and courage.
A few months later and we are in another familiar phase of the pattern. The dictator is still there. The alternative might well be as unsavoury. Questions are being asked about why military action is taken in Libya, but not in Syria.
Here the Defence Select Committee estimates the costs of the campaign have exceeded early predictions and have already risen to beyond £200m. There is no end to the conflict in sight, so that figure will continue to rise. The same committee calculates that the cost of Afghanistan to the UK Government has been at least £18bn and it is probably a lot more than that.
Cameron and George Osborne argue that spending went out of control in the early years of this century. They may have a case, but in terms of the specifics they supported all the areas where expenditure rose. One of them was the cost of fighting major wars. Here we go again.
Why do political leaders stride into the same trap, having resolved not to do so when witnessing the fate of those that went before them? Cameron is not the first to do so. On the domestic front in the 1970s there was a similar eerie pattern. Ted Heath got into fatal difficulties as he attempted to impose a pay policy. His opponent, Harold Wilson, was scathing until he won an election. Shortly afterwards, he also imposed one. Jim Callaghan was also sceptical but succumbed in the same way and was brought down by it. In the end, all three Prime Ministers followed the same deadly route having resolved not to do so. They could see no alternative. They were too scared of breaking with corporatist orthodoxy. Having been brought up politically in the 1930s, they feared the social and economic consequence of high unemployment.
On Libya Cameron could see no alternative. He feared a slaughter. He is the heir to Blair and as he contemplated what to do about Libya, he reflected on his hero and what he would have done. Cameron was brought up politically at a time when Britain deployed military force without asking too many awkward questions. Now he is trapped, just as the leaders in the 1970s were in relation to their economic policies.
I make no prescription as to what outsiders can do to tame selected tyrants but we know from recent conflicts what does not work. Or do we? We are about to do so. Orthodoxies change and leaders learn, but after knowing the risks involved, they still make the same miscalculations as those who preceded them.
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