mistakes

Doomed to Repeat It

by: Jonathan Salem Baskin

When philosopher George Santayana suggested that failure to learn the lessons of history doomed us to repeat its mistakes, he presumed that we'd at least be aware of it.

Woolworth's had no such awareness when it offered the "Lolita Midsleeper" bed set for kids. And neither did lots of its customers.

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The Mistake Economy

by: Jonathan Salem Baskin

When a credit card company assesses a fee on late payments, and then raises four-fold or more the interest rates it charges, it's not just realizing one of the primary sources of income for the entire industry.

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Roughnecks Learn to Learn from Mistakes

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Marketing's Wheel of Misfortune

by: David Armano

One of the ways I have "monetized" this blog and other efforts in the social space has been the privilege of  getting out and speaking to folks in the marketing field from a variety of perspectives.

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25 Bad Habits of Industrial Designers

by: Design Translator

About time I got to this one and I though it makes a great post to face the year end with!

I also hope to keep this as a living document that gets constantly updated (with additional input from all my readers), and a good reference guide for industrial designers that want to learn to rule the world!

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The Biggest Hinderance to Innovation in an Organization Is...

by: Design Translator

The CEO!

Bruce Nussbaum, the person that I see playing an important role in bridging the gap between design/innovation and business, offers up his “Top Ten Innovation Mistakes”. While a good read in general, I find his first point is by far the most important and salient.

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The Mistake Bank Manifesto

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To Progress in Complex Environments, Experiment

by: John Caddell

I was talking to my wife tonight about a discovery I'll call the "Mistake Bank Manifesto" which I'll post about later. The upshot of what I was saying is that the folks who wrote the Mistake Bank Manifesto (I named it, others created it) asserted that learning from mistakes, while exceptionally useful to senior leadership teams, is often highly unnatural for very successful leaders.

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Great Innovation Requires Great Teams, Candor, and Acceptance of Mistakes

by: John Caddell

While preparing yesterday's post on the business value of dissent, I stumbled upon some research by Harvard Business School professor Amy Edmondson on team learning. The research centered on explaining a paradox--why in her studies did excellent teams make more errors than poor teams?

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