No, no, no, because that's too scattershot, right? I mean I think Fail Fast Fell often can imply that it means just try everything and eventually something

that honestly you believe it might work or why waste your time?

You try something that honestly you believe it might work or why waste your time? I'm Ricky Mollvy and that's

I'm Ricky Mulvey and that's Amy Edmondson.

The Navardis Professor of Leadership and Management at the Harvard Business School.

She's the author of Right Kind of Wrong, The Science of Failing Well.

My colleague Dider-Wullard caught up with Edmondon to talk about the complex failure at

Boeing, what companies and you can do after something goes wrong, and how investors can apply a

smart failure strategy. I love this book. I was expecting to feel a little better and I think I do feel a little better

about some of my own failures and I want to get right into that because when we when we fail we just we want to cover

it up right and I've noticed as I've studied

businesses and I sort of I have a little love of kind of business failures

nearly every big dramatic one I've ever seen comes from someone noticing

something and making the decision to not expose it so how do we get better at failure

especially in the business world? Wow well music to my ears because that is something I have noticed as well.

Most of the big failures that I have studied can be traced back to somebody, usually someone who is genuinely expert at a relevant aspect of the

phenomenon, feeling unable to voice a concern at a crucial time or in some cases voicing a concern but really just not being heard for various reasons.

And so those are at least theoretically, practically preventable when we're at our best.

And when I say we, I mean we as human beings, but more importantly, we in terms of the

organizations that we that we create and lead.

So I think the goal is to lead an organization where no one ever believes that they're not

supposed to speak up, you know, with a relevant concern.

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