Usually, individuals and organizations go to great lengths to avoid errors. Companies are designed for optimum performance rather than for learning, and mistakes are seen as defects. But as an example from Bell System shows, making mistakes - correctly - is a powerful way to accelerate learning and increase competitiveness.
- From the June 2006 issue of Harvard Business Review.
©2006 by the President and Fellows of Harvard College, All Rights Reserved (P)2006 Audible Inc.