An experimentalist mindset starts with being willing to test an idea before treating it as an answer. That is what caught my attention in a November 2023 story about Wisconsin volleyball coach Kelly Sheffield and his team.
In The Athletic’s report, Sheffield encouraged his players to think like scientists. Anna Smrek described a new approach as a hypothesis: “You’re working things out. It’s not your statement yet, right?”
I like that distinction. At work, we often skip it. Someone proposes a change, we implement it widely, and then we feel pressure to defend it. Calling an idea a hypothesis gives us room to ask whether it helped.
An idea is something to test
A useful experiment begins with a problem and an expectation. What do we think will happen if we change this part of the work? What would we observe if we were wrong?
The volleyball story is a prompt for those questions, not proof that one coaching method caused the team’s success. We can learn from the approach without claiming it guarantees results in another setting.
A book connection: Brook Ward and imperfect ideas
In The Mistakes That Make Us, Brook Ward, identified in the book as president and CEO of Washington Health System, encourages room for failure when trying a new approach. An imperfect idea can be a starting point for further improvement.
That connects with Smrek’s distinction between a hypothesis and a settled answer. If a leader expects the first suggestion to be flawless, people may stop offering suggestions. If the leader helps them define a manageable test, an incomplete idea has a chance to develop.
I explore that response further in building an innovative culture. The leader does not have to approve every idea. They do need to make the reasoning and the next step clear.
Keep the experiment small and the purpose clear
For a workplace example, imagine a team testing a different meeting agenda for one week. The aim might be to leave with clearer decisions and fewer unresolved questions. The team can agree on what to observe, then compare the result with its expectation. That is a hypothetical example, not a story from the book.
Trying something unfamiliar can feel uncomfortable. That does not mean every uncomfortable situation is useful, or that every risk is appropriate. Choose a test whose consequences you understand and can manage. Avoid making customers or coworkers bear unnecessary costs for your learning.
Respond constructively when the result disappoints
What will happen if the test does not help? A team needs a credible answer before the experiment begins. If the leader asks for experimentation but criticizes people for every disappointing result, the invitation loses meaning.
Ask what happened, what surprised the team, and whether to adapt, stop, or try again. Keep the focus on the evidence. Psychological safety makes it easier to share an unwelcome result; a disciplined review helps the team use it.
Four questions for your next team experiment
Before the test, ask: What problem are we trying to address? What do we expect to happen? What is the smallest useful test? When will we review what happened?
Write down the answers while the outcome is still uncertain. Afterward, it is easy to remember our prediction as more accurate than it was. The point is to learn enough to make a better next decision.
For a related approach to process changes, read learning from mistakes with Lean. What idea could your team test before turning it into a permanent policy?
Bring a useful conversation to your team
Start with a free preview of The Mistakes That Make Us. See how the book approaches learning, accountability, and improvement before deciding whether it is right for you.
Prefer to listen? Choose a My Favorite Mistake episode to discuss with your team. To explore these ideas together, bring Mark to your organization or event.