Brilliant Mistakes: Finding Success on the Far Side of Failure
If you have ever flown in an airplane, used electricity from a nuclear power plant, or taken an antibiotic, you have benefited from a brilliant mistake.
Each of these life-changing innovations was the result of many missteps and an occasional brilliant insight that turned a mistake into a surprising portal of discovery. In Brilliant Mistakes, Paul Schoemaker, founder and chairman of Decision Strategies International, shares critical insights on the surprising benefits of making well-chosen mistakes.
Brilliant Mistakes explores why minimizing mistakes may be the greatest mistake of all, situations when mistakes are most beneficial and when they should be avoided, the counter-intuitive idea that we should deliberately permit errors at times, and how to make the most of brilliant mistakes to improve business results.
Brilliant Mistakes is based on solid academic research and insights from Schoemaker’s work with more than 100 organizations, as well as his provocative Harvard Business Review article with Robert Gunther, “The Wisdom of Deliberate Mistakes.” Schoemaker provides a practical roadmap for using mistakes to accelerate learning for your organization and yourself.
What people are saying - Write a review
LibraryThing ReviewUser Review - Fouad_Bendris - LibraryThing
Too impressive book ! I was quite skeptic and surely even more curious before reading it - Today I learn the difference between silly errors and brilliant mistakes and therefore valuable lessons all ... Read full review
Not All Errors Are Equal Brilliant Mistakes
Faster Learning A Practical Road
Deliberate Mistakes Creating Portals of Discovery
Portfolio of Mistakes Hedging Conventional Wisdom
The Prepared Mind Detecting Anomalies
Musing About Mistakes
Mistakesare the portals of discovery
Einsteins 23 Mistakes
About the Author
Other editions - View all
Amos Tversky approach asked assumptions Beatles Behavioral Decision Bell Labs benefits better bias brilliant mistakes challenge chance chapter choice cognitive complex confirmation bias conventional wisdom cost culture Daniel Kahneman DARPA DEFCON deliberate mistakes disconfirmation economics Enron Enron’s entrepreneurs error example expected utility experiment explore fail failure feedback firm’s Fleming Fleming’s groupthink Harvard Business hedge hindsight bias human idea industry innovation insights intuition investments investor Jessie Kahneman leaders learning lessons longterm look managers Maria Dahvana Headley Max Delbrück Merton Miller mindset mistakemaking mistakes on purpose multiple Nobel numbers offer options organization organizational outcomes payoff penicillin person petri dishes phase portals of discovery potential prepared mind problem Psychology random rational recognize risk riskaverse Robert Rosenthal scenarios Schoemaker scientists scoring senior sloppiness story strategy success System theory turn wrong