Shane Snow Quote
They called the results a paradox of failure. It turns out that the surgeons who botched the new procedure tended to do worse in subsequent surgeries. Rather than learning from their mistakes, their success rates continuously declined. On the other hand, when surgeons did well on the new surgery, more successes tended to follow. Just like the startups in the Compass and Harvard studies. But what’s really interesting is what happened to the surgeons who saw their colleagues fail at the new CABG procedure. These showed significant increases in their own success rates with every failure that they saw another doctor experience. Further perplexing, however: seeing a colleague perform a successful surgery didn’t seem to translate to one’s own future success. It was indeed a paradox. Screwups got worse. When colleagues screwed up, observers got better. When a doctor succeeded, she did better on her subsequent surgeries. When her colleagues did well, it didn’t affect her. There’s no fun in the funeral of a heart patient whose surgery you failed. But every doctor fails sometimes. Seasoned physicians learn to become mentally and emotionally immune to it. They learn to live with the reality that some patients don’t survive. Staats concluded that this coping mechanism was itself responsible for the paradox. He and his colleagues called this attribution theory. The theory says that people explain their successes and failures by attributing them to factors that will allow them to feel as good as possible about themselves. Remember what the Startup Funeral founders said? We ran out of money. People didn’t want it. The ‘gray hairs’ had no plan. Look at what they did. They each attributed their companies’ failures to external factors. Things that made them feel better about themselves. Think back to the last time you lost a competition, or your favorite sports team lost a game. Did you blame the weather or the referees? Or perhaps player injuries or a lucky roll of the dice? If you did—or were tempted to—you’re normal. We’re wired to think this way.
They called the results a paradox of failure. It turns out that the surgeons who botched the new procedure tended to do worse in subsequent surgeries. Rather than learning from their mistakes, their success rates continuously declined. On the other hand, when surgeons did well on the new surgery, more successes tended to follow. Just like the startups in the Compass and Harvard studies. But what’s really interesting is what happened to the surgeons who saw their colleagues fail at the new CABG procedure. These showed significant increases in their own success rates with every failure that they saw another doctor experience. Further perplexing, however: seeing a colleague perform a successful surgery didn’t seem to translate to one’s own future success. It was indeed a paradox. Screwups got worse. When colleagues screwed up, observers got better. When a doctor succeeded, she did better on her subsequent surgeries. When her colleagues did well, it didn’t affect her. There’s no fun in the funeral of a heart patient whose surgery you failed. But every doctor fails sometimes. Seasoned physicians learn to become mentally and emotionally immune to it. They learn to live with the reality that some patients don’t survive. Staats concluded that this coping mechanism was itself responsible for the paradox. He and his colleagues called this attribution theory. The theory says that people explain their successes and failures by attributing them to factors that will allow them to feel as good as possible about themselves. Remember what the Startup Funeral founders said? We ran out of money. People didn’t want it. The ‘gray hairs’ had no plan. Look at what they did. They each attributed their companies’ failures to external factors. Things that made them feel better about themselves. Think back to the last time you lost a competition, or your favorite sports team lost a game. Did you blame the weather or the referees? Or perhaps player injuries or a lucky roll of the dice? If you did—or were tempted to—you’re normal. We’re wired to think this way.