Learning from Failures in O.D. Consulting

Organization Development Journal, Spring 2009 by Armstrong, Terry

Abstract

Focusing on the positive is not just a recent trend in O.D. it is argued, but has been with us since the beginning. The failure-phobic orientation of O.D. and giving a positive spin to O.D. work may have had its purpose, but we are paying a price for our rose colored glasses by denying our existential condition and the realities of our practice. There is much to be learned from our failures and we need to share them so others won't make the same mistakes.

"For too many years individuals and organizations involved in organizational development and change have promoted their success while ignoring their failures and abortive attempts" (Armstrong, 1979. p.34). Phil Mirvis and David Berg edited a book entitled Failures in Organization Development (1977) that made a big splash but was soon ignored. What a shame! So much can be learned from failure. Just think of all the times Edison failed before inventing the light bulb. I have been intrigued with how little has been written about failures in O.D. Consulting while so much has been written about its successes. No doubt it is more satisfying writing about success than failure: it also helps in our marketing efforts. This positive spin was around long before Appreciative Inquiry (Cooperrider, D, Sorenson, P, Yaeger & Whitney, 2001) and Positive Psychology (Seligman, 2006). The failurephobic orientation of O.D. is classic, but if the profession is to be honest with itself and its clients it needs to analyze its failures and learn from them. Hiding our heads in the proverbial sand is neither wise nor acceptable.

Some of this has to do with our humanistic perspective (Nielsen, 1984; Wooten, 2008). Many of us in the field are no doubt guilty of making our interventions and approaches look better than they actually are. This doesn't mean we are lying or being spin doctors. Most of us actually believe our own press. As a cub consultant, I was taught that believing ones' personal press leads to disaster. Today, it is as if all we have to do to be successful is provide ourselves with positive self-talk.

In this piece, I analyze some of my own efforts from the vantage point of failure and what I learned from the failures. I will also look at a success from à failure perspective. Turning theories or perspectives on their heads is an old tradition, e.g., Marx turning Hegel on his head; it often leads to new insights. (Lonergan, 1971)

Peasant Wisdom: A Case In Point

While a Peace Corps Volunteer in Colombia I learned a valuable lesson from an old peasant about community development. (Armstrong, 1993; 2002; 2004). While reflecting on the experience through a success prism much learning was obtained; however, important learning was lost because of the desire to be positive. What lessons might be learned if the experience is imagined as a failure?

The Basis of the Case

I had been working in rural community development for about 18 months when a group of peasant leaders asked me to come to their village to assist them in building a bridge across a narrow gorge. I quickly agreed it could be done and immediately began planning with the village leaders for constructing the bridge. An old peasant interrupted the conversation by asking why the bridge hadn't already been built. It took me several days before I discovered why the bridge hadn't been built. It had nothing to do with the ability to build a bridge. The region had just recently stopped La Violencia or the violence. Even though building the bridge would shorten the trip to the market by three hours in the dry season and nearly double that during the rainy season, the bridge had not been built. It was not a technological problem but a social one. If the bridge were constructed, deadly village warfare would no doubt ensure.

Lesson Learned

The major lesson I learned (Armstrong, 2002) from the experience was:

Always ask: "Why are things the way they are?" Or even better, ask, "Why hasn't it already been done?" Since then I ask these two questions when contracting for an O.D. project or intervention. I am glad I learned to ask these questions and will continue to ask them. I am eternally grateful to the old peasant who asked, "Why hasn't the bridge already been built?"

What if this experience is looked at as a failure? It well could have been if the bridge had been built. Had the peasant not questioned, forcing me to stop and get more information, I could have unintentionally created a major disaster. He saved me from a colossal failure. Using the imagination, let us assume the bridge was built and many people were killed. What could be learned from such a failure?

Insights

The first insight that comes to mind is that good intentions can create disasters. So many O.D. projects are begun with good intentions such as the desire to help, or concern about clients. I certainly wanted to help the villagers. Shortening the trip to market by three to six hours depending on the season seemed like the right thing to do. I had no idea about the violence that had recently stopped. Now I realize good intentions are not enough. They may even be deadly.