Organizations seem to be allergic to mistakes and failures. No one wants to say that he or she made a mistake. No one likes to be associated with work that has been labeled a failure. We don't even use the word "problem" too much anymore. We prefer the word "challenge" because it indicates we have the potential to overcome whatever it is that holds us back. Should we be concerned about our organizational allergies? If mistakes and failure are inseparable from creative and generative processes, then it's conceivable we are unwittingly choking off potential sources of organizational growth. Lacking a useful conceptual model for identifying, understanding, and managing mistakes and failures, we end up making mistakes and courting failure by default. Are there ways of looking at mistakes and failures that might help us avoid or prevent the ones that cause or lead to organizational decline? In this discussion, we consider the fundamental nature of mistakes and failure and present a conceptual model that might help us figure out how to make "good" mistakes and have "productive" failure.

Click here to learn more about presenter Wendi Bukowitz.

Slides from Ms. Bukowitz's presentation: