{"id":41666,"date":"2026-02-17T11:11:51","date_gmt":"2026-02-17T11:11:51","guid":{"rendered":"http:\/\/belastningspsykologi.dk\/?p=41666"},"modified":"2026-09-07T11:36:21","modified_gmt":"2026-09-07T11:36:21","slug":"whether-chance-determines-whether-we-are-brave-decisive-or-reckless-at-work","status":"publish","type":"post","link":"https:\/\/belastningspsykologi.dk\/en\/naar-tilfaeldigheder-afgoer-om-vi-er-modige-handlekraftige-eller-dumdristige-paa-jobbet\/","title":{"rendered":"When chance determines whether we are courageous, decisive, or reckless at work"},"content":{"rendered":"
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When chance determines whether we are courageous, decisive, or reckless at work<\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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In high-risk work \u2013 both physical and mental \u2013 the line between courage and recklessness can be very fine. We make decisions based on professional knowledge, data, and experience. We assess carefully and do our best. Yet even when a decision is well considered, the outcome can depend on factors beyond our control: luck, misfortune, and chance.<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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We live in a culture that likes to believe we are in control. But the truth is that much in working life is beyond our power: who we encounter, what happens to us, the conditions we work under \u2013 and whether we were alert on the day something serious occurred. Therefore, serious incidents in high-risk professions rarely result from a single mistake. They often arise from a combination of many factors, with our own judgments being only one part of a bigger picture.<\/p>\n

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Many near-miss events are never recorded \u2013 precisely because they ended well. Only when something goes wrong do we see how narrow the margins really were.

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When luck goes unnoticed \u2013 and misfortune becomes blame<\/h3>\n

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If we don\u2019t acknowledge the role of chance, it\u2019s easier to develop a skewed view of ourselves and others. When things go well, we may overestimate our own skill because we fail to recognize the conditions that were also at play. And when things go wrong for others, we risk \u2013 often unintentionally \u2013 mistaking misfortune for incompetence.

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This is where both privilege blindness and second victim blaming can creep in. We can become privilege-blind when we start believing that a positive outcome is primarily due to skill \u2013 forgetting how much was also beyond our control. And we can end up in second victim blaming when a professional is made the scapegoat for an outcome that, in reality, was also influenced by factors outside their control.<\/p>\n

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Acknowledging misfortune fosters agency<\/h3>\n

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As an executive team or leadership group, you might fear that a shared focus on luck and misfortune will lead people to shirk responsibility or become resigned. Intuitively, that fear makes sense \u2013 but often, the opposite happens.<\/p>\n

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When someone\u2019s experience of misfortune is acknowledged \u2013 for example, when a doctor says, \u201cThis is not your fault\u201d \u2013 it can bring calm and energy to focus on what they actually have influence over. Acknowledging misfortune can therefore be a prerequisite for agency, as it reduces self-blame and hindsight bias \u2013 making it easier to learn and move forward. Recognizing both luck and misfortune requires that we don\u2019t only ask: \u201cWhat went wrong?<\/em>\u201d but also: \u201cWhat did we know at the time we acted, and based on that, why did we act as we did?<\/em>\u201d<\/p>\n

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If we only learn from mistakes, we learn too little<\/h3>\n

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When something goes wrong, many teams react quickly: What happened? Who did what? What should we learn? This is important. But if we only learn from what went wrong, we learn too little. The most resilient workplaces also examine what went well \u2013 because a positive outcome may result from skill, but also from favorable circumstances. Just as a negative outcome can be caused by mistakes, but also by misfortune.<\/p>\n

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That\u2019s why it becomes essential to distinguish between different types of errors. Some mistakes are preventable. Some arise from complexity. Some are \u201cintelligent,\u201d occurring when we try something new. And then there are pseudomistakes<\/strong>.<\/p>\n

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Pseudomistakes are not \u201creal\u201d errors, but hindsight rationalizations: judgments that are labeled as mistakes afterward, without regard for the information that was actually available when the decision had to be made. Often, this occurs under time pressure and on a limited basis. Pseudomistakes are dangerous because they can easily lead us to assign blame to someone who, in reality, made the best decision they could at that moment.<\/p>\n

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Understanding luck and misfortune is about distributing responsibility fairly<\/h3>\n

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Talking about luck and misfortune is not about shirking responsibility. It\u2019s about distributing it fairly. When we become better at seeing what we could control \u2013 and what we couldn\u2019t \u2013 we improve our ability to learn accurately, support each other properly, and prevent future issues.<\/p>\n

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It\u2019s also important to create space to be acknowledged and witnessed: a place to process what cannot be fixed. This can be in collegial spaces where there is room to be human \u2013 and where the focus is not always on doing, but also on being.\u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Basic courses for professionals in high-demand jobs<\/span><\/h3>\n


If you and your colleagues want more inspiration, knowledge, and concrete tools to distinguish between mistakes and pseudomistakes, strengthen the learning environment, and generally enhance psychological safety, our courses in Psychological Safety are a great next step. You can get a free sample of this course as well as the institute\u2019s other offerings below.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tBook a free course demo<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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In high-risk work \u2013 both physical and mental \u2013 the line between courage and recklessness can be very fine. We make decisions based on professional knowledge, data, and experience. We assess carefully and do our best. Yet even when a decision is well considered, the outcome can depend on factors beyond our control: luck, misfortune, and chance.<\/p>","protected":false},"author":5,"featured_media":41667,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"elementor_header_footer","format":"standard","meta":{"footnotes":""},"categories":[248,251],"tags":[],"post_folder":[],"class_list":["post-41666","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-egneartikler","category-forskningogfagligviden"],"yoast_head":"\nN\u00e5r tilf\u00e6ldigheder afg\u00f8r, om vi er modige, handlekraftige eller dumdristige p\u00e5 jobbet - Institut for Belastningspsykologi<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/belastningspsykologi.dk\/en\/whether-chance-determines-whether-we-are-brave-decisive-or-reckless-at-work\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"N\u00e5r tilf\u00e6ldigheder afg\u00f8r, om vi er modige, handlekraftige eller dumdristige p\u00e5 jobbet - Institut for Belastningspsykologi\" \/>\n<meta property=\"og:description\" content=\"I risikobetonet arbejde \u2013 fysisk s\u00e5vel som mentalt \u2013 kan gr\u00e6nsen mellem mod og dumdristighed v\u00e6re h\u00e5rfin. 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