Do you dare to fail

Do you dare to fail? <br /> Everyone knows that successful business needs innovation. Those who think a little deeper about this issue will also understand that any new thing carries an inherent risk – it may or may not succeed. People may love it or hate it. So innovation must accept and embrace risks and stakeholders.
I have worked with many companies that understand this, and these companies even recruit people who are significantly more tolerant of risk. They don't want those who play golf on weekends, but those who love rock climbing, extreme sports and adventure. Sometimes they even hire these people.
However, strange things have happened. The adventurous staff suddenly quieted down, not as bold as the people around them imagined. These new employees have become model citizens. What happened?
Corporate culture is often a scapegoat. Everyone will shake their heads to say how hard the culture is to change - and then things will stop here. But the more difficult truth is that innovation requires more than just taking risks. It needs to fail. But how many companies will reward failure?
A few days ago, I thought of a thought. I imagined a dreamy school and held a failure week every year. The focus of the activity is to encourage students to dare to fail. Every afternoon, students should stand up proudly to discuss what they have tried, how they failed, and what they have learned from this experience. The greater the failure, the more you learn, and the greater the reward you get. The key to this kind of practice is to get students accustomed to the idea that failure is equal to learning.

In ADAPT, author Tim Harford describes this beautiful and effective approach after a story about a long list of failures that ultimately led to success. He believes that we don't want random failures, but rather those that are sure to learn, conceive, and boldly design, even though they can't solve a problem overnight.
You don't have to go to great troubles to find out what magical failures. After all, this is the way Twitter started: it came about after the original idea emerged – the audio blog – and the idea proved to be too difficult and unattractive to implement. Or take a look at Change.org, which encourages the public to support Trayvon Martin's parents and make the public angry at the pink meat in the school's diet. It seems that this is an obvious success, but you have ignored its three and a half years of hard work.
Ben Rattray, founder of Change.org, recalls: "We have experienced countless failures."
You can't just celebrate success - because if you do, it sends a signal: we don't want to fail here. But without failure, there is no learning, and there is no real innovation. So hiring someone who loves adventure doesn't solve your problem, because most adventurers just like the right risks, but they are not stupid. In a successful-oriented company, they will soon find that boldness is not appreciated, nor is it considered learning, they become quiet and tend to leave completely.
Enterprises will find this very difficult to understand and difficult to accept, I am not surprised. It is really counterintuitive. Why celebrate failure? Unless you can think of it as a kind of learning, failure means waste. But the best boss I have ever worked with is always failing. His work has won numerous international awards. Yes, there is a connection between the two. And his luck is that the company he works for is fully understandable.