Ending the Blame Culture
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€61.50
A01=Chris Mulrooney
A01=Michael Pearn
All
Ashridge Management College
Author_Chris Mulrooney
Author_Michael Pearn
big
Biggest Mistake
Blame Cultures
Can
Category=KJMV2
Category=KJU
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
error management
Focus Group
gain
Gain Culture
HGV Driver
Hold
Honesty
Ideal
innovation culture
Inspired Learners
intelligent failure
learning
Learning Cycle
learning from organisational mistakes
Learning Organization
Learning Spiral
mental
mistake
Mistake Making
model
organisational learning
organizational
Our
outcome
Personal Development
risk tolerance
Rover Learning Business
shortcuts
spiral
Step
Support Group
Trust
workplace experimentation
Workshops
Young Men
Product details
- ISBN 9781138256156
- Weight: 440g
- Dimensions: 156 x 234mm
- Publication Date: 12 Oct 2017
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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This book is about mistakes and what we can learn from them. It faces up to, and explains how organizations can escape from ’blame cultures’, where fearful conformance and risk avoidance lead to stagnation, to ’gain cultures’ which tolerate and even encourage mistakes in the pursuit of innovation, change and improvement. Ending the Blame Culture was written as a result of systematic analysis of the content of over 200 accounts of real mistakes within businesses and organizations. This analysis provides both insight and understanding into the type of mistakes made, the context they were made in and how they helped learning and development. As a result the authors are able to distinguish between intelligent and undesirable mistakes: those which should be tolerated and those which must be avoided. The result is a book which gives sound advice on how individuals learn, practical measures that organizations can adopt to enhance learning through better management of mistakes, and the promotion of a culture which supports and fosters experimentation and risk taking.
Michael Pearn, Chris Mulrooney and Tim Payne are all consultants with occupational psychologists, Pearn Kandola. Previous publications include Learning Organizations in Practice and Job Analysis.
