In her new book, Right Kind of Wrong, Harvard Business School Professor Amy Edmondson elucidates a surprising truth about team performance: the best teams are not the ones making the fewest mistakes, but those which most readily admit to their errors.
Often lacking in what Edmondson has termed “psychological safety," poorer teams are unwilling to own up to errors and so crucial lessons go unlearnt. This revelation underscores the importance of creating a culture within which individuals feel comfortable discussing concerns and admitting to errors. Denying mistakes, whether in organizations or on a personal level, hinders the learning necessary to performance improvement.
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