People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
The better a man is, the more mistakes he will make, for the more new things he will try. I would never promote to a top-level job a man who was not making mistakes...otherwise he is sure to be mediocre.
The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.
The better a man is the more mistakes will he make – for the more new things he will try.
An organization belongs on a sick list when promotion becomes more important to its people than accomplishment of their job they are in. It is sick when it is more concerned with avoiding mistakes than with taking risks, with counteracting the weaknesses of its members than with building on their strength. But it is sick also when "good human relations" become more important than performance and achievement.
Institutions mistake good intentions for objectives. They say "health care"; that's an intention, not an objective.
The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
The one to distrust is the person who never makes a mistake, never commits a blunder, never fails in what he tries to do. Either he is a phony, or he stays with the safe, the tried and the trivial.
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