1.1.We learned a lot and learned that a lot of what we did in the past was wrong, and that learning Xi sometimes hurts.
1.1.1.SpaceX executive Hans Koenigsmann.
1.2.There is a difference between a single failure and a final failure.
1.2.1.A single failure can be a beginning rather than an end.
1.2.2.It doesn't have to be a big start, as long as the ending is perfect.
1.3.Time has changed the way we look at events, and things that seem to fail in the short term can be reversed when we take a long-term view.
1.4.Breakthrough technology often has an evolutionary process, and it is not revolutionary.
1.4.1.Just study any kind of scientific discovery, and you will notice that it does not appear out of thin air, and there is no moment of initiation.
1.4.2.Science is built up of failures, each of which is better than the previous one.
1.4.3.From a scientific point of view, failure is not a roadblock, but a gateway to progress.
1.4.4.For scientists, every iteration is progress.
1.4.4.1.As long as we can glance at a dark room, that's a contribution.
1.4.4.2.If we don't discover what is expected, that's a contribution.
1.4.4.3.If we turn an unknown unknown into a known unknown, that's a contribution.
1.4.4.4.If we ask a better question than before, even if we can't find an answer, that's a contribution.
1.5.We keep falling, and after each fall, our body learns what to do and what not to do. After learning not to fall, we learned to walk.
1.6.Rome wasn't built in one day.
1.6.1.Nothing is inherently perfect.
2.1.If you solve enough problems, your probe can land on Mars.
2.2.If you solve enough problems, you can build the Roman Empire.
2.3.If you solve enough problems, you can land on the moon.
2.4.Most things in life are "first-order positive, second-order negative".
2.4.1.They bring us pleasure in the short term, but pain in the long term.
2.4.2.When we focus on first-order results, we seek instantaneous success.
2.4.3.We try to maximize future profits and comfort, but we don't compromise the long-term value of failure, so failure is a huge blow to us.
2.4.4.In order to enhance short-term pleasure, we avoid doing things that may fail.
2.5.Those who can do first-order negative and second-order positive things have a real advantage.
3.1.The tendency to equate the quality of decisions with the quality of outcomes is called "results-oriented".
3.2.The quality of the input is not the same as the quality of the output.
3.3.If we focus on output, we will go astray, because good decisions can lead to bad results.
3.3.1.In a situation full of uncertainties, the outcome is not entirely within your control.
3.3.2.If we do "outcome derivation", we may be rewarded for bad decisions that lead to good outcomes.
3.3.3.We change good decisions simply because they produce bad results, we regroup, reorganize departments, fire or demote employees.
3.3.4.A decision that leads to a failure in one scenario may lead to a victory in another.
3.4.Failure hovers over greatness, and it's unsettling.
3.4.1.James Watson, co-discoverer of the double helix structure of DNA
3.5.Your goal should be to focus on the variables you can control, i.e., the inputs, rather than focusing on the outputs.
3.5.1.What was the problem that caused this failure?
3.5.2.What did you do right in this failure?
3.6.You should keep good decisions even if they lead to failure.
3.7.When we switch to a "focus on input" mentality, we assume that we derive intrinsic value from our actions, and that the input itself becomes a reward.
3.8.Another benefit of focusing on input is avoiding the mixed emotions that come with pursuing results.
3.9.A mind focused on input is the hallmark of an extraordinary achiever.
3.9.1.The layman is focused on achieving success and expects short-term results.
3.9.2.Professionals, on the other hand, endure loneliness, take a long-term view, and prioritize inputs, refining them over the years without pursuing short-term returns.
3.10.Without the pressure to focus on results, your craft will become better.
3.10.1.Success becomes a corollary, not a goal.
3.10.2.If you find yourself hating input, you may go after the wrong output.
3.11.Google Glass is not a consumer product at all.
3.11.1.X learned from this failure and completely revamped Glass, selling it as a business tool.
3.11.1.1.Boeing employees wear it to build airplanes.
3.11.1.2.The doctor wears it to look at the medical chart.
3.12.In 1989, scientists at Pfizer developed a new drug called sildenafil citrate.
3.12.1.Failure to achieve the intended purpose: **Heart disease-related diseases such as angina, high blood pressure, etc.
3.12.2.Funny*** erection.
3.12.2.1.Turning to this amazing alternative, "Viagra" was born.
4.1.Curiosity triumphs over failure, minimizes ***, and makes failure fun.
4.2.For failure, most organizations suffer from collective amnesia.
4.2.1.Mistakes are still hidden because employees are too afraid to share their failures with others.
4.3.Failure sends valuable signals that you should receive before your competitors do.
4.4.Flight recorder of the "black box".
4.4.1.Record everything, including conversations in the cockpit and data from the aircraft's electronic systems.
4.5.Flight Rules.
4.5.1.In a document called "Flight Rules," NASA lists the mistakes that humans have made in space flight.
4.5.2.The rules for documenting the past can provide guidance for the future, bringing together decades of space mistakes and misjudgments to draw lessons from history.
4.5.3.The document chronicles thousands of anomalies and solutions to manned space flights** since the 60s of the 20th century, maps the causes and consequences of each accident, and gives them meaning in a larger context, preserving this institutionalized knowledge for future generations.
4.5.4.NASA employees can focus on new issues without unnecessary duplication of effort.
4.5.5.These rules should act as "guardrails" rather than "handcuffs".
4.5.5.1.The course of history has the potential to ossify into inflexible rules that hinder first-principles thinking.
4.6.Part of the reason NASA's flight rules work is that the failures of others are the best catalyst for us to strengthen our own understanding.
4.6.1.We tend to record the personal faults of others, so their mistakes can be a good Xi**.
4.7.If failure is tolerable, then the number of failures increases exponentially. Failure means making mistakes, and making mistakes requires accountability.
4.8.A hasty failure is one that involves making the same mistake or failing repeatedly because of absent-mindedness.
4.9.Reward those who "fail smartly" and punish those who perform poorly.
4.9.1.Instead of being held accountable for clever failures, one should be held accountable for not learning from them.
4.10.Failure consists of two parts. Part of that is the event itself, and with it comes disappointment, confusion, and shame;The other part is our reaction to events.
4.10.1.Ed Catmull, former president of Pixar.
5.1.Medicine is very similar to rocket science.
5.1.1.The challenge on the operating table is no different from the challenge on the launch table, both are risky, stressful, and the slightest mistake can be fatal.
5.2.The better teams make more mistakes.
5.2.1.The better medical team didn't make any more mistakes;Instead, they just escalated more bugs.
5.2.2.These teams perform better because they have an open atmosphere, employees who believe that wrong practices are safe, and who are more willing to share their failures with others and actively work to reduce them.
5.2.3.The teams that perform the worst and need the most improvement are also the least likely to report bugs.
5.2.3.1.And if the error is not reported, the team cannot improve.
5.3.Psychological safety refers to "the fact that no one is punished or humiliated for making mistakes, asking questions, or asking for help in the process of achieving ambitious performance goals".
5.4.Psychological safety fosters innovation.
5.4.1.In a psychologically safe environment, employees will question their boss's suspicious demands rather than obey orders.
5.5.It's one thing to tolerate failure, it's another thing to reward failure.
5.5.1.X empowers employees to terminate a project they are working on if they realize that the project cannot be carried out for a variety of reasons.
5.5.2.Letting unviable projects go on will cost more, and they're just a waste of money and resources.
5.5.3.If a project is unpromising, terminating it frees up valuable resources for other, more likely, lunar exploration projects.
5.5.4.If the quality of input from a failed project is high, then the team for that project is rewarded rather than punished.
5.6.Reward the brilliant losers and punish the mediocre winners.
5.6.1.Writer Tom Peters
5.6.2.The failures of smart people are necessary for future success, they will not be punished for it, and their careers will not be ended because of it.
5.6.3.Without a clear signal, employees will be cautious when they make a mistake and hide it instead of exposing it.
6.1.If employees are to be asked to share their mistakes, leaders must lead by example.
6.2.It's not easy for competitive, smart people to admit their mistakes, especially when no one notices that they're making mistakes.
6.3.Astronauts should make their faults public, put them under a microscope and make them visible to all.
6.4.Astronauts must speak openly about the mistakes they have made, because one astronaut admits that he or she did something stupid could save another astronaut's life.
6.5.Even when there is no danger to our lives, making our failures public can likewise promote learning Xi and foster psychological safety.
6.6.More than 20% of Einstein's original articles contain some kind of error.
6.6.1.Astrophysicist Mario Livio.
6.7.Failure is painful, and self-disclosure of shortcomings aggravates suffering.
6.7.1.But if you do the opposite, with denial and avoidance in the face of failure, things will get worse.
6.7.2.In order to learn Xi and grow, we must acknowledge our failures, not celebrate them.
6.8.People pay close attention to the behavior of their leaders because they need to be recognized by their leaders.
7.1.The road to success is full of setbacks, and instead of pretending they don't exist, admit that you made mistakes.
7.2.Failure is not created equal, and some failures are more dignified than others.
7.2.1.In cases where failure does not cause tangible damage, rocket scientists conduct thought experiments.
7.2.2.By incorporating redundancy into the equipment, even if one component fails, the entire task will not fail.
7.2.3.By reducing risk through testing, failures on the ground avert more catastrophic failures in space.
7.2.4.It is possible to use a single department or a small group of customers as laboratory or laboratory subjects without having to implement a company-wide innovation policy.
7.3.Testing is all about allowing you to practice Xi how to fail in a relatively safe environment.