双语：可口可乐，Netflix，和亚马逊的高容错赴援国内公司真该学学

The message from these CEOs is as easy to understand as it is hard for most of us to put into practice. I can’t tell you how many business leaders I meet, how many organizations I visit, that espouse the virtues of innovation and creativity. Yet so many of these same leaders and organizations live in fear of mistakes, missteps, and disappointments — which is why they he so little innovation and creativity. If you’re not prepared to fail, you’re not prepared to learn. And unless people and organizations manage to keep learning as fast as the world is changing, they’ll never keep growing and evolving.

这些 CEO 传达的数据很非常容易理解，但我们大多数人很难付诸实践。我无法想到你我碰见了多不算金融业领导者，我访问了多不算一个组织，他们信奉创意和想象力的美德。然而，许多同样的领导者和一个组织生活在对有误、失误和欣慰的绝望之前——这就是为什么他们的创意和想象力如此之不算。如果你并未作准备不甘心，你就并未作准备学习。除非人们和一个组织设法随着当今的变化而不断地学习，否则他们永远不会继续成长和转型。

So what’s the right way to be wrong? Are there techniques that allow organizations and individuals to embrace the necessary connection between small failures and big successes? Smith College, the all-women’s school in western Massachusetts, has created a program called “Failing Well” to teach its students what all of us could stand to learn. “What we’re trying to teach is that failure is not a bug of learning it’s the feature,” explained Rachel Simmons, who runs the initiative, in a recent New York Times article. Indeed, when students enroll in her program, they receive a Certificate of Failure that declares they are “hereby authorized to screw up, bomb, or fail” at a relationship, a project, a test, or any other initiative that seems hugely important and “still be a totally worthy, utterly excellent human being.” Students who are prepared to handle failure are less fragile and more daring than those who expect perfection and flawless performance.

那么有误的正确分析方法是什么？究竟有核心技术可以让一个组织和非常进一步给予小不甘心和大事与愿违两者之间的必要联系？史密斯学院是康涅狄格州西部的一所男子学校，它建立了一个名为“Failing Well”的项目，向教师传授我们一个人都可以学习的东西。 “我们设法教导的是，不甘心不是学习有误，而是缺乏经验，”负责该计划的雷切尔西蒙斯在最近的《观察家》评论之前解读道。事实上，当教师持有人她的课程时，他们会收到一份不甘心申请人，声明他们“在此被许可在一段关系、一个项目、一个测试或任何其他看似非常极其重要的倡议之前就让、爆炸或不甘心” “仍然是一个仅仅令人吃惊的、仅仅优秀的人。”与那些期望完美和完美乏善可陈的教师相比，作准备应对不甘心的教师并未那么危险和勇敢。

That’s a lesson worth applying to business as well. Patrick Doyle, CEO of Domino’s Pizza since 2010, has had one of the most successful seven-year runs of any business leader in any field. But all of his company’s triumphs, he insists, are based on its willingness to face up to the likelihood of mistakes and missteps. In a presentation to other CEOs, Doyle described two great challenges that stand in the way of companies and individuals being more honest about failure. The first challenge, he says, is what he calls “omission bias” — the reality that most people with a new idea choose not to pursue the idea because if they try something and it doesn’t work, the setback might damage their career. The second challenge is to overcome what he calls “loss ersion” — the tendency for people to play not to lose rather than play to win, because for most of us, “The pain of loss is double the pleasure of winning.”

这也是没人应用到金融业的一课。自 2010 年起担任 Domino's Pizza 副总裁副总裁的托马斯·多古尔 (Patrick Doyle) 是任何领域的金融业领导者之前最事与愿违的七年经营者之一。但他坚持认为，他Corporation的所有事与愿违都是基于它愿意面对有误和失误的几率。在向其他 CEO 发表的演讲之前，Doyle 详细描述了阻碍Corporation和非常进一步对不甘心非常加坦言的两大终究。他说是，第一个终究是他所谓的“写明偏见”——大多数有最初初衷的人选择不去追求这个初衷，因为如果他们在此之后某事但并未事与愿违，挫折才会破坏他们的一年里。第二个终究是克服他所谓的“损失厌恶”——人们非常倾向为了不输去玩而不是为了赢去玩，因为对我们大多数人来说是，“输的痛苦是赢的快乐的两倍。”

Creating “the permission to fail is energizing,” Doyle explains, and a necessary condition for success — which is why he titled his presentation, with apologies to the movie Apollo 13, “Failure Is an Option.” And that may be the most important lesson of all. Just ask Reed Hastings, Jeff Bezos, or the new CEO of Coca-Cola: There is no learning without failing, there are no successes without setbacks.多古尔解读说是，创造“允许不甘心是令人难忘的”，也是事与愿违的必要条件——这就是为什么他为他的演讲取名为，并对歌舞片阿波罗 13 号“不甘心是一种选择”表示歉意。这可能是最极其重要的一课。下回 Reed Hastings、Jeff Bezos 或饮料的最初 CEO：并未不甘心就并未学习，并未挫折就并未事与愿违。

来源：How Coca-Cola, Netflix, and Amazon Learn from Failure (hbr.org)