What do you think of when you hear the word, “accountability”?For most people, it immediately brings to mind all the negative aspects of accountability, namely being held responsible for a mistake. This limited view of the word creates a tension between holding folks "accountable" and allowing them to learn.What if this understanding of accountability isn’t just limited, but detrimental? (Spoiler alert: it is.)In the newest episode of THRIVERS, Tucker and Sarah explore the benefits of embracing continuous learning as an essential facet of organizational accountability. They explore the meanings of accountability and learning. Then they take it a step further and question if those two things are actually different or opposed to each other at all. Tucker and Sarah's conversation springs from an article written by Amy Edmondson, a professor and researcher at Harvard, who introduced a radical shift in perspective—viewing goals as hypotheses. This simple yet profound change in viewpoint encourages organizations to be more adaptable, understanding, and genuinely responsible.Drawing inspiration from the article and backed by findings from a Bridgespan report, they cover:Understanding the reasons behind missed objectives, creating space for learning, and strategy realignment.How pauses and introspection can lead to more genuine accountability, allowing organizations to reassess and adapt.Instead of fearing mistakes, organizations should embrace them as learning opportunities, continuously iterating to enhance their strategies and drive meaningful change.Tune into this episode for an enlightening exploration into redefining accountability and emphasizing the power of continuous learning to help organizations stay both adaptable and responsible.Listener Links/Resources:Amy Edmonson - Learning from Failure - https://hbr.org/2011/04/strategies-for-learning-from-failurehttps://www.bridgespan.org/insights/creating-a-culture-of-learning-and-accountabilityhttps://culturepartners.com/resources/a-culture-of-accountability/
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