Keep a written log of your mistakes, alone
Record each failure or problem you notice, in writing and in plain terms, so its causes can be traced later.
Por que funciona
According to the Mind Tools summary, Bridgewater rewards employees for recording failures and problems, and the company uses those records to find root causes. The source gives that purpose and does not explain why a written record helps an individual. The nearest account is the authors’ argument that weaknesses kept out of view are harder to overcome, which applies to a private log as much as to a shared one.
Como fazer
- Keep a running note on your phone or in a notebook.
- When something goes wrong, write in two lines what happened and what you think caused it.
- Once a week, read the notes and look for a cause that comes up more than once.
- Leave the entries as they were written, without rewriting them to look better.
Evidência
The Bridgewater example comes from the Mind Tools summary, which is secondary and describes an organizational issues log. The broader argument that hidden weaknesses limit growth comes from the SSIR excerpt. A personal log is an adaptation of the company practice; the sources do not describe it. (anecdotal)
The Mind Tools description is of a company log, not a personal diary. Writing about failure can turn into self-blame, and the sources do not address that risk.
Fontes
- Mind Tools. An Everyone Culture: Becoming a Deliberately Developmental Organization [secondary summary of the book].
- Kegan, R., & Lahey, L. L. (2016, April 6). An Everyone Culture: Becoming a Deliberately Developmental Organization [excerpt]. Stanford Social Innovation Review.
Erro comum
Writing entries that blame yourself or someone else instead of describing what happened and what caused it. The log only helps if the record is accurate.
Pratique isso com IX Coach
Mais práticas para The Deliberately Developmental Organization, Explained
- Let colleagues see the weakness you are covering
Name one weakness you usually keep out of view to someone whose help you need, then let them respond to it.
- Check whether the room is safe before you disclose
Share a smaller admission first, and watch how the person responds before you share something that feels risky.
- Make growth part of the work, not an extra program
Set a development goal inside a task you already have, instead of adding a course or coach beside the work.
- Give and ask for honest feedback as part of the work
Treat honest feedback, including upward feedback (feedback you give to someone above you in the hierarchy), as part of the job, and ask for it on purpose.
- Open the meeting with a round of check-ins
Start a team meeting by having each person say what is on their mind, how they feel, or what they are working on, before any agenda item.
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