When I first came across the word kakorrhaphiophobia, I thought it might be one of those obscure terms you learn once and never use again.
But the meaning stopped me in my tracks:
an irrational, intense fear of failure or defeat.
It turns out, this fear is more common–and more consequential–than we might admit, especially in workplaces that say they support continuous improvement but don't act in ways that support it.
In my book The Mistakes That Make Us, I emphasize that mistakes are not the enemy–they're inevitable. The real enemy is the environment that makes people afraid to speak up, afraid to try, afraid to fail. The rational fear of failure can take root in a culture that punishes error and rewards perfectionism over progress.
From Clinical Fear to Cultural Signals
Kakorrhaphiophobia is, by definition, a clinical diagnosis–a phobia marked by irrational and overwhelming fear. It can be deeply personal and debilitating, far beyond the context of work. So we shouldn't casually label employees as suffering from this condition just because they hesitate to speak up.
But the term gives us pause.
It prompts a critical question for leaders:
Is the fear people feel really irrational? Or is it based on experience?
Too often, what looks like reluctance or disengagement is actually a rational fear of being punished, embarrassed, or excluded. Or they know they will be punished. If someone sees a colleague reprimanded for speaking up–or if their own past ideas were ignored or dismissed–they're not being phobic when they choose to stay silent. They're being self-protective.
As leaders, we shape that context. Our words, our responses, our follow-through–they all send signals. We either reduce fear or reinforce it.
Where Does This Fear Come From?
In many organizations, fear of failure isn't innate–it's learned. It's the product of:
- Leaders reacting harshly to mistakes
- Employees being labeled “troublemakers” for raising concerns (as I once saw in a hospital)
- Incentive systems that reward short-term results over long-term learning
Psychological safety, as described by Amy Edmondson and others, is the antidote. When people feel safe to speak up and take interpersonal risks, they're far more likely to raise problems and suggest improvements–even if they might get it wrong the first time.
Why This Matters in Lean Cultures
Lean, when practiced with respect for people at its core, thrives on experimentation and reflection. That means failure isn't just tolerated–it's expected as part of learning. Without psychological safety, however, Lean tools get reduced to mechanics. You get empty Kaizen boards instead of engaged minds and hearts. You get checklists instead of curiosity.
At one hospital I visited, dozens of improvement boards had been installed… but none were being used. The problem wasn't the people–it was fear. A deeper root cause? A leadership environment where staff didn't feel safe sharing ideas that might not work out.
And sometimes, if it's not fear, it's futility.
When people don't believe their ideas will be taken seriously–or acted upon–they stop trying. Futility can be just as corrosive as fear. Why bother speaking up if nothing ever changes? In both cases, the boards become symbolic–not of improvement, but of a disconnect between leadership intent and daily reality.
Creating a culture of continuous improvement requires more than putting up boards or holding huddles. It requires building trust that mistakes will lead to learning–not blame–and that ideas will lead to action–not silence.
From Fear to Fuel
Overcoming kakorrhaphiophobia–whether clinical or cultural–doesn't mean eliminating the discomfort of failure. It means rewiring how we respond to failure–especially as leaders.
What if we celebrated thoughtful experimentation, even when it didn't work?
What if we framed failure not as a verdict, but as data?
What if leaders asked: “What did we learn?” instead of “Who's to blame?”
Practical Takeaways
- Start with reflection: Leaders should ask themselves, “How do I react when someone on my team makes a mistake?”
- Model vulnerability: Share your own mistakes and what you learned from them. Normalize learning.
- Create small tests of change: Encourage experimentation in safe, low-risk ways–this builds confidence and reduces fear.
- Listen without judgment: Especially when someone's idea didn't go as planned. Our reactions determine whether they'll speak up again.
Let's Normalize Mistakes–and Learn From Them
Lean and continuous improvement aren't just about better processes. They're about better cultures–ones where people aren't paralyzed by the fear of failure, but inspired by the opportunity to grow.
Kakorrhaphiophobia may have clinical roots, but it also serves as a mirror for workplace culture. Let's not confuse psychological conditions with cultural dysfunction–but let's also not ignore the ways our leadership behavior might be generating rational fear.
If this resonates with you, I invite you to explore The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation. It's filled with real-world stories and insights from leaders who've embraced mistakes as fuel for growth. You can also listen to my podcast, My Favorite Mistake, where guests share pivotal moments of learning–and what they'd do differently today.
Let's make room for mistakes–and for the people brave enough to make them.
Let's keep learning, one mistake at a time.
Please scroll down (or click) to post a comment. Connect with me on LinkedIn.
Let’s work together to build a culture of continuous improvement and psychological safety. If you're a leader looking to create lasting change—not just projects—I help organizations:
- Engage people at all levels in sustainable improvement
- Shift from fear of mistakes to learning from them
- Apply Lean thinking in practical, people-centered ways
Interested in coaching or a keynote talk? Let’s start a conversation.
