Black swans, cognition, and the power of learning from failure

Abstract

Failure carries undeniable stigma and is difficult to confront for individuals, teams, and organizations. Disciplines such as commercial and military aviation, medicine, and business have long histories of grappling with it, beginning with the recognition that failure is inevitable in every human endeavor. Although conservation may arguably be more complex, conservation professionals can draw on the research and experience of these other disciplines to institutionalize activities and attitudes that foster learning from failure, whether they are minor setbacks or major disasters. Understanding the role of individual cognitive biases, team psychological safety, and organizational willingness to support critical self-examination all contribute to creating a cultural shift in conservation to one that is open to the learning opportunity that failure provides. This new approach to managing failure is a necessary next step in the evolution of conservation effectiveness.

Interpersonal competencies define effective conservation leadership

“…The current focus on technical competencies by conservation organisations when recruiting new staff (Blickley et al 2013) is difficult to explain, but our findings suggest a poor understanding of the relevative importance of leadership competencies. This is also suggested by our finding that several practices common to strong leaders in other sectors, including conducting debriefs (Catalano et al 2018) and providing feedback (McCallum a d O Co ell, 2009), went unreported by conservation professionals. It may be that these were considered implicit within other competencies, but our findings did not reveal if this was the case.…”

“…Trust develops through strong interpersonal skills, and promotes strong team culture, leading to higher performing teams (Burke et al 2007;Cheruvelil et al 2014). It has, however, received little practical acknowledgement in ensuring effective leadership in conservation (but see Catalano et al 2018), and leaders should have increased awareness of the importance of building trust amongst their followers, to ensure many other leadership qualities can be successfully portrayed.…”

“…Poor leadership was perceived as uncommon. Regardless, leaders and followers should remain vigilant to its implications, which may impact individuals, teams and initiatives through lower work/life satisfaction, increased emotional exhaustion (Tepper 2000) and reduced learning from failures (Catalano et al 2018).…”

Psychological Knowledge Relevant to Leadership in Wildlife Conservation

“…These concepts relate to the "learning culture" that is advocated for adaptive, agile organisations (Senge, 2006). Since Black et al's (2011) initial assertions about learning, the literature in the conservation sector now increasingly raises the issue of learning and improvement (see Martin et al, 2012;Catalano et al, 2018; S. A. Black DOI: 10.4236/ojl.2019.83007 Open Journal of Leadership Knight et al, 2019) but there is still much to learn from wider management and psychological literature.…”

Improving scientific impact: how to practice science that influences environmental policy and management

“…Here, we provide practical recommendations to increase the likelihood that environmental science will lead to impact. Most of our insights were gained from our past successes and failures to produce actionable evidence, which are critical for learning (Catalano et al 2018). We have struggled with both wanting the evidence we create to have impact, and seeking evidence to quickly incorporate into practice.…”