Anna and John explore the surprisingly rich terrain of failure—why it matters, when it’s useful, and how to distinguish the constructive kind from the kind that should never happen twice. Along the way, they share personal stories (including one involving 100 golf balls and a tractor), challenge the romanticised tech-world narrative of "failing fast," and consider what failure looks like in everyday organisations.

Key Topics Discussed

The different types of failure—avoidable errors vs. intelligent experiments
Why failure is still a taboo in many professional environments
The critical role of leadership in how failure is handled
How hierarchy affects openness to learning from mistakes
Practical ways teams can reflect, learn, and improve (without lengthy post-mortems)
Examples from aviation, tech, creative industries, and real client work

Takeaways

Not all failure is bad—but not all failure is useful either.
Cultures that learn from mistakes outperform those that ignore them.
Leaders set the tone: if they’re open to hearing about failure, others will be too.
A quick retrospective can deliver high value without needing heavy processes.
Language matters. If “failure” feels too loaded, call it something else—but still do it.

Recommended Reading

Right Kind of Wrong by Amy Edmondson
Creativity, Inc. by Ed Catmull

Final Thought

Failure is inevitable. The question is whether we treat it as something to fear or as an opportunity to learn. The best teams—and leaders—find ways to make it safe, honest, and useful.

If you have any Dedx suggestions email us at team@samsas.one with the subject line Dedx Idea.

We would love to hear them!

John: https://www.linkedin.com/in/jadm/

Anna: https://www.linkedin.com/in/anna-wesson-54989929/

Music credit: by Yevhen Onoychenko from Pixabay

Disclaimer: The ideas discussed in this podcast are intended for entertainment purposes only and should not be taken as serious business advice. Listeners are encouraged to do their own research and seek professional advice before implementing any of the ideas discussed.