Advertising
Advertising

Why you cannot learn much from past success

Why you cannot learn much from past success

When you do something for the first time and it works, you’ve learned something useful. When you do it again, and it works again, you haven’t learned anything. All you have done is to confirm what you already knew. When you do it for the 20th time, and it still works, you’ve probably become complacent.

What happens if you do it again (now it’s the 21st time) and it doesn’t work? My guess is nothing. You put it down to a fluke. After all, you know this action works. You’ve confirmed that 20 times.

Advertising

What if you move to the 22nd time, and it fails again? I’m fairly sure that the answer to what you will do is still the same: nothing. Another fluke? Possibly. But maybe the universe is telling you that your old way of doing things is now wrong. Still, you’ve proved to yourself 20 times that it isn’t, so on you go, still convinced that you are right.

Most managers hate to admit being wrong. The tougher, more macho, and more assertive they are, the more they hate it. It makes them lose face. It undermines the careful picture of unending success that they have been cultivating and threatens their position of influence. So if they’ve proved to themselves 20 times that something works, how many failures do you think it will take before they admit that what used to work, no longer does? 10? 20? 30? 50? My own guess is that the higher numbers are more likely to be close to the truth.

Advertising

There are two reasons why so many managers find it so hard to learn effectively. What I have just explained is one of them. The other is similar: you can only learn, in the sense of discovering something you didn’t know before, from making mistakes, identifying what went wrong, then correcting and trying again. But in most organizations, making any mistake is risky, and doing it openly is often punishable by loss of prospects or worse.

Always avoiding mistakes means reducing your possibility of learning
Whenever openly recognizing that you have made a mistake is suppressed, learning is suppressed along with it. And that holds true whether the mistake is one of commission (you did something that didn’t work out as you hoped) or omission (you didn’t do something and things went wrong as a result). In reality, mistakes of omission are by far the worst, since they are hard to prove (and not doing something is more easily explained away or blamed on others, the “rules,” or past precedent). Yet they could have caused you to miss an opportunity that will never come again. More organizational blunders come from not doing or trying something than ever arise from taking an open risk.

Advertising

Learning works best (it probably only works at all) when you do something new or different and note the result. Every mistake teaches you something. Unfortunately, the biggest mistakes tend to teach the most, but also come with the most pain, difficulty, and loss. Most people prefer to avoid the pain and loss, rather than accept them and gain the learning. That’s usually what limits their lives and the exploitation of whatever potential Nature has given them. In seeking to play it safe and avoid pain, they stick more or less rigidly to what worked in the past, even if it no longer provides much of a return.

Mistakes of commission and omission
In my example at the start of this post, I took an extreme case, where a previously successful strategy suddenly stops working completely. That’s really quite rare. What happens more often is that either it gradually, almost imperceptibly, begins to be less and less useful; or something comes along that would work better, but is never tried. The first of these instances is like the mistake of commission: you do something, and it doesn’t work as you wanted. That means two things: you know what you did, and you know it didn’t work. So you are at least aware there could be a problem. In the second case (what you did worked, but there might be something that would work better), you may never even recognize that you have a problem. Like a mistake of omission, it wasn’t what you did that mattered, it was what you didn’t do. That’s much harder to recognize and correct.

Advertising

The only way to be as sure as you can be that you aren’t missing opportunities, or being held back by past success that no long work as well as they did, is to keep trying new things and making mistakes. That’s what I call “practicing conscious incompetence:” doing things that you don’t know well, or feel competent about, for the express purpose of learning something new. It takes courage and determination. It takes acknowledging that others will laugh at you and going on regardless. It requires the willingness to make a series of calculated risks with your credibility, and maybe your career prospects. But, like certain risky investments, the potential pay-off is huge compared with the amount of risk involved. The trick is to be aware of the risk in advance, to be willing and able to accept it, and to do whatever you can to minimize it, without giving up on the investment.

Here are some ideas to help:

  • Take your risks in as low-key a way as possible. Don’t draw attention to them.
  • Manage the overall level of risk at any one time.
  • Spread your risks over many ideas and trials. Don’t bet the farm on a single thought, unless you are totally convinced it will work.
  • Never try to hide failures. That will prevent you learning from them. You don’t need to draw attention to a mistake. Just acknowledge it, clear up the mess, and move on.
  • Analyze every “experiment” carefully. If something worked, find out why. If it didn’t, discover exactly what went wrong and why it happened. Learning comes from understanding the process, not simply noting the result.
  • If something used to work, but now doesn’t, take that as a warning to start looking at it again. Don’t carelessly dismiss it as a fluke.

Related posts:

Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his other articles at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership and life. His latest book, Slow Leadership: Civilizing The Organization

    , is now available at all good bookstores.

    More by this author

    Have You Ever Wished Your Kids Will Beg To Do Their Chores? How to Plan Your Life Goals and Actually Achieve Them in 7 Simple Steps 20 Things People Regret the Most Before They Die Overcoming The Pain Of A Breakup: 3 Suggestions Based On Science Quit Your Job If You Don’t Like It, No Matter What

    Trending in Featured

    1 Is Procrastination Bad? The Truth About Procrastination Revealed 2 What to Do in Free Time? 20 Productive Ways to Use the Time 3 20 Time Management Tips to Super Boost Your Productivity 4 How to Take Notes: 3 Effective Note-Taking Techniques 5 How to Stay Motivated and Reach Your Big Goals in Life

    Read Next

    Advertising
    Advertising
    Advertising

    Last Updated on March 31, 2020

    Is Procrastination Bad? The Truth About Procrastination Revealed

    Is Procrastination Bad? The Truth About Procrastination Revealed

    Procrastination is very literally the opposite of productivity. To produce something is to pull it forward, while to procrastinate is to push it forward — to tomorrow, to next week, or ultimately to never.

    Procrastination fills us with shame — we curse ourselves for our laziness, our inability to focus on the task at hand, our tendency to be easily led into easier and more immediate gratifications. And with good reason: for the most part, time spent procrastinating is time spent not doing things that are, in some way or other, important to us.

    There is a positive side to procrastination, but it’s important not to confuse procrastination at its best with everyday garden-variety procrastination.

    Sometimes — sometimes! — procrastination gives us the time we need to sort through a thorny issue or to generate ideas. In those rare instances, we should embrace procrastination — even as we push it away the rest of the time.

    Why We Procrastinate After All?

    We procrastinate for a number of reasons, some better than others. One reason we procrastinate is that, while we know what we want to do, we need time to let the ideas “ferment” before we are ready to sit down and put them into action.

    Some might call this “creative faffing”; I call it, following copywriter Ray Del Savio’s lead, “concepting”.[1]

    Whatever you choose to call it, it’s the time spent dreaming up what you want to say or do, weighing ideas in your mind, following false leads and tearing off on mental wild goose chases, and generally thinking things through.

    Advertising

    To the outside observer, concepting looks like… well, like nothing much at all. Maybe you’re leaning back in your chair, feet up, staring at the wall or ceiling, or laying in bed apparently dozing, or looking out over the skyline or feeding pigeons in the park or fiddling with the Japanese vinyl toys that stand watch over your desk.

    If ideas are the lifeblood of your work, you have to make time for concepting, and you have to overcome the sensation— often overpowering in our work-obsessed culture — that faffing, however creative, is not work.

    Is Procrastination Bad?

    Yes it is.

    Don’t fool yourself into thinking that you’re “concepting” when in fact you’re just not sure what you’re supposed to be doing.

    Spending an hour staring at the wall while thinking up the perfect tagline for a marketing campaign is creative faffing; staring at the wall for an hour because you don’t know how to come up with a tagline, or don’t know the product you’re marketing well enough to come up with one, is just wasting time.

    Lack of definition is perhaps the biggest friend of your procrastination demons. When we’re not sure what to do — whether because we haven’t planned thoroughly enough, we haven’t specified the scope of what we hope to accomplish in the immediate present, or we lack important information, skills, or resources to get the job done.

    It’s easy to get distracted or to trick ourselves into spinning our wheels doing nothing. It takes our mind off the uncomfortable sensation of failing to make progress on something important.

    Advertising

    The answer to this is in planning and scheduling. Rather than giving yourself an unspecified length of time to perform an unspecified task (“Let’s see, I guess I’ll work on that spreadsheet for a while”) give yourself a limited amount of time to work on a clearly defined task (“Now I’ll enter the figures from last months sales report into the spreadsheet for an hour”).

    Giving yourself a deadline, even an artificial one, helps build a sense of urgency and also offers the promise of time to “screw around” later, once more important things are done.

    For larger projects, planning plays a huge role in whether or not you’ll spend too much time procrastinating to reach the end reasonably quickly.

    A good plan not only lists the steps you have to take to reach the end, but takes into account the resources, knowledge and inputs from other people you’re going to need to perform those steps.

    Instead of futzing around doing nothing because you don’t have last month’s sales report, getting the report should be a step in the project.

    Otherwise, you’ll spend time cooling your heels, justifying your lack of action as necessary: you aren’t wasting time because you want to, but because you have to.

    How Bad Procrastination Can Be

    Our mind can often trick us into procrastinating, often to the point that we don’t realize we’re procrastinating at all.

    Advertising

    After all, we have lots and lots of things to do; if we’re working on something, aren’t we being productive – even if the one big thing we need to work on doesn’t get done?

    One way this plays out is that we scan our to-do list, skipping over the big challenging projects in favor of the short, easy projects. At the end of the day, we feel very productive: we’ve crossed twelve things off our list!

    That big project we didn’t work on gets put onto the next day’s list, and when the same thing happens, it gets moved forward again. And again.

    Big tasks often present us with the problem above – we aren’t sure what to do exactly, so we look for other ways to occupy ourselves.

    In many cases too, big tasks aren’t really tasks at all; they’re aggregates of many smaller tasks. If something’s sitting on your list for a long time, each day getting skipped over in favor of more immediately doable tasks, it’s probably not very well thought out.

    You’re actively resisting it because you don’t really know what it is. Try to break it down into a set of small tasks, something more like the tasks you are doing in place of the one big task you aren’t doing.

    More consequences of procrastination can be found in this article: 8 Dreadful Effects of Procrastination That Can Destroy Your Life

    Advertising

    Procrastination, a Technical Failure

    Procrastination is, more often than not, a sign of a technical failure, not a moral failure.

    It’s not because we’re bad people that we procrastinate. Most times, procrastination serves as a symptom of something more fundamentally wrong with the tasks we’ve set ourselves.

    It’s important to keep an eye on our procrastinating tendencies, to ask ourselves whenever we notice ourselves pushing things forward what it is about the task we’ve set ourselves that simply isn’t working for us.

    Learn more about how to fix your procrastination problem here: What Is Procrastination and How to Stop It (The Complete Guide)

    Featured photo credit: chuttersnap via unsplash.com

    Reference

    Read Next