Brilliant Mistakes: Finding Success on the Far Side of Failure
Named #1 Best Business Book of 2011, by Patriot-News-PennLive.com
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.
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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
When Wrong Is Right
Context Matters Defining Mistakes 11 Chapter 2 Not All Errors Are Equal Brilliant Mistakes 27 Chapter 3 Why and How We Err Causes and Remedies
Faster Learning A Practical Road Map 63 Chapter 5 Deliberate Mistakes
The Prepared Mind Detecting Anomalies
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actions approach argue asked assumptions Beatles beliefs benefit bias brilliant mistakes challenge chance chapter choice cognitive complex confirmation bias conventional wisdom cost created Daniel Kahneman DARPA deci decision theory DEFCON deliberate mistakes disconfirmation dishes Einstein’s Enron’s Epsilon error evidence example expected utility experiment explore factors fail failure feedback Fleming Fleming’s Freakonomics George Martin groupthink Harry Markowitz Harvard Business hindsight bias human idea industry innovation insights intuition investment Kevin Green leaders learning lessons look Lorenz managers Maria Dahvana Headley Merton Miller mistake-making multiple Nobel numbers offer options organization organizational outcomes payoff penicillin people’s person portals of discovery portfolio potential prepared mind problem Psychology random rational recognize risk Scenario Planning scenarios Schoemaker scientists senior story strategy success System theory thinking tion Today’s turn weak signals Wharton wrong York