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Failure Is the New Success.

Forty is the new thirty. Orange is the new black. And failure is the new success. These days, it seems that no success story is complete without a failure (or two) along the way – the bankruptcy that gave birth to a successful company or the entrepreneur who lost it all just before hitting the Fortune 500. Entire issues of the Harvard Business Review and The New York Times Magazine have been devoted to failure. In the business world, leaders are told, “Fail fast, fail early, fail often.” In many sectors, it is understood that to innovate, we must accept – even celebrate – failure. Many sectors willingly “launch a thousand ships,” knowing that only a small number will reach the distant shore. Healthcare needs positive innovation. At nearly 12% of our GDP, healthcare is a huge part of the Canadian economy and one in which new ways of doing business are needed. Yet as an industry, it has not been accepted that part of improvement must be a willingness to fail. Thus when we fail in healthcare we often double fail – once in the event and again when we are unable to recognize, name and learn from that failure. This issue is part of the ongoing work of health system leaders and academics to stop that double failure. We need to identify, name and learn from system failures. This is not an issue focused on mistakes (errors). Mistakes are actions and judgments that are wrong or repeated failures (Godin 2015). Our focus here is not on how healthcare systems should minimize mistakes Failure Is the New Success