The Slow Fix: Solve Problems, Work Smarter and Live Better in a Fast World. Carl Honore

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СКАЧАТЬ Veterans Affairs Medical Center in Lexington, Kentucky became the first hospital in the United States to tap the power of the mea culpa. It informs patients and their families when any member of staff makes a mistake that causes harm, even if the victims are unaware of the error. If the attending physician is found to be at fault, he or she must deliver a clear, compassionate apology to the patient. The hospital also explains the steps it will take to ensure that the error does not happen again, and may offer some form of restitution. But the cornerstone of the new regime is the simple act of saying sorry. This scores well with patients and their families. ‘We believe we spend much less time and money on malpractice lawsuits these days as a result,’ says Joseph Pellecchia, the hospital’s Chief of Staff.

      Apologising also helps deliver better healthcare. When medical workers can deal openly with the emotional fallout that comes from making a mistake, they are less stressed and more able to learn from their errors. ‘Physicians are not gods, they are human beings, and that means they make mistakes,’ says Pellecchia. ‘There’s been an incredible change here where we’ve gone from a punitive environment to a learning environment where a physician can ask, “What happened here?” “What went wrong?” “Was it a systems problem?” “Was it me?” – and learn from their mistakes to deliver better care.’ Other hospitals around the world have followed suit. In the same vein, state and provincial governments across the US and Canada have enacted what are known as ‘sorry laws’, which bar litigants from using a physician’s apology as proof of guilt. Everywhere the net effect is the same: happier doctors, happier patients and less litigation.

      The truth is that any Slow Fix worthy of the name usually starts with a mea culpa. Whether at work or in relationships, most of us tend to drift along pretending that all is well – remember the status-quo bias and the legacy problem. Admitting there is a problem, and accepting our share of the blame, can jolt us out of that rut. In the Twelve-Step Programme invented by Alcoholic Anonymous and now used in the battle against many other addictions, Step 1 is to admit you have lost control of your own behaviour. ‘Hello, my name is Carl, and I am addicted to the quick fix.’

      To overcome our natural aversion to admitting mistakes, especially in the workplace, removing the stick of punishment is often just the first step. It also helps to dangle a carrot to encourage or even reward us for owning up. Remember the Employee of the Quarter accolade bestowed on that young engineer at ExxonMobil. As well as Flight Safety Awards, the RAF pays a cash bonus to anyone who highlights an error that later saves the Air Force money. In the aid world, organisations can win Brilliant Failure Awards for sharing mistakes made in development projects. At SurePayroll, an online payroll company, staff nominate themselves for a Best New Mistakes competition. At a light-hearted annual meeting, they listen to tales of colleagues messing up and what everyone can learn from their blunders. Those who own up to the most useful mistakes win a cash prize.

      Even in education, where botching a single question on an exam paper can torpedo your chances of attending a top-tier university, moves are afoot to reward students for embracing mistakes. Worried that its high-achieving pupils had lost their appetite for taking intellectual risks, a top London girls’ school held a Failure Week in 2012. With the help of teachers and parents, and through assemblies, tutorials and other activities, students at Wimbledon High explored the benefits of being wrong. ‘Successful people learn from failure, pick themselves up and move on,’ says Heather Hanbury, the headmistress. ‘Something going wrong may even have been the best thing that could have happened to them in the long run – in sparking creativity, for instance – even if it felt like a disaster at the time.’ Failure Week has altered the atmosphere in the school. Instead of mollycoddling pupils, teachers feel more comfortable telling them point-blank when they have given a wrong answer, thus making it easier to search for a better one. The girls are taking greater risks, too, pursuing more daring lines of inquiry in the classroom and entering creative writing competitions in larger numbers. Members of the school debating club are deploying more adventurous arguments and winning more competitions. ‘Maybe the most important thing the Week gave us is a language to talk about failure as something not to avoid but as an essential part of learning, improving and solving problems,’ says Hanbury. ‘If one girl is upset by a poor mark, another might now make a friendly joke about it or say something like, “OK, you failed, but what can you learn from it?”’

      Most workplaces are in dire need of a similar cultural shift. Think of all the lessons that go unlearned, all the problems left to fester, all the bad feelings churned up, all the time, energy and money wasted, thanks to the human instinct to cover up mistakes. Now think of how much more efficient – not to mention agreeable – your workplace would be if every error could be a spur to working smarter. Instead of muddling along, you could revolutionise your office or factory from the bottom up.

      There are steps we can all take to harness the mea culpa and learn from our mistakes. Schedule a daily Clinton moment when you say, ‘I was wrong’ – and then find out why. When you mess up at work, pinpoint one or two lessons to be gleaned from the mishap and then quickly own up. When others mess up, quell the temptation to scoff or gloat and instead help them to spot the silver lining. Start a conversation in your company, school or family about how admitting mistakes can inspire creative leaps. Reinforce that message by using feel-good terms such as ‘gift’ or ‘bonus’ to describe the uncovering of helpful errors and by pinning up quotes such as this from Henry T. Ford: ‘Failure is simply the opportunity to begin again, this time more intelligently.’

      It also helps to create a shared space, such as a web forum or a suggestions book, for airing mistakes. Borrowing an idea from Toyota, Patounas has put up a Communications Board in his squadron headquarters where any crew member can call attention to a problem – and every case is promptly investigated and addressed. ‘It’s very popular already and you see the engineers and pilots gathered round it,’ says Patounas. ‘It’s tangible and something you can put your arms round.’

      It certainly helps to know that our errors seldom look as bad to others as we imagine. We have a natural tendency to overestimate how much people notice or care about our gaffes. Psychologists call this the ‘spotlight effect’. You may feel mortified to discover you attended a big meeting with laddered tights or egg on your tie, but the chances are hardly anyone else noticed. In one study at Cornell University, students were asked to walk into a room wearing a Barry Manilow T-shirt, a social kiss of death for any self-respecting hipster. While the subjects nearly died of embarrassment, only 23 per cent of the people in the room even clocked the cheesy crooner.

      If owning up to a mistake is seldom as bad as we fear, however, it is only the first step towards a Slow Fix. The next is taking the time to work out exactly how and why we erred in the first place.

CHAPTER THREE

      THINK HARD: Reculer Pour Mieux Sauter

       Don’t just do something, stand there.

      White Rabbit in Alice in Wonderland (Disney version)

      If asked to design an office that could make staff look forward to Monday morning, you might come up with something like the headquarters of Norsafe. Every window looks onto a snapshot of bucolic bliss. Clapboard houses nestle in the forest, small boats bob alongside wooden piers, gulls float across a clear sky. In the late morning, the sunshine turns this narrow waterway in southern Norway into a strip of shimmering silver.

      For many years the company’s balance sheet looked similarly idyllic. Norsafe has been building boats since 1903 in a country where boating is a serious business. With more coastline than the United States, this long, slender nation on the northern edge of Europe has always looked to the sea. Even today, one in seven Norwegians owns some sort of watercraft. But looks can be deceiving. Not so long ago Norsafe was a firm on the verge of a nervous breakdown, where nobody looked forward to coming in to СКАЧАТЬ