 |
…being wrong isn’t always a bad thing. It can be a sign that we’ve learned something new – and that discovery itself can be a delight.
|
58 |
 |
Our opinions can become so sacred that we grow hostile to the mere thought of being wrong, and the totalitarian ego leaps in to silence counterarguments, squash contrary evidence, and close the door on learning.
|
64 |
 |
…if we can’t learn to find occasional glee in discovering we were wrong, it will be awfully hard to get anything right.
|
72 |
 |
We can demonstrate openness by acknowledging where we agree with our critics and even what we’ve learned from them. Then, when we ask what views they might be willing to revise, we’re not hypocrites.
|
107 |
 |
When we hit a brick wall in a debate, we don’t have to stop talking altogether… start a new conversation, with a focus on understanding and learning rather than arguing and persuading.
|
116 |
 |
Lectures are not always the best method of learning, and they are not enough to develop students into lifelong learners.
|
193 |
 |
It’s the habits we develop as we keep revising our drafts and the skills we build to keep learning.
|
203 |
 |
Evidence shows that in learning cultures, organizations innovate more and make fewer mistakes.
|
208 |
 |
To build a learning culture, we also need to create a specific kind of accountability – one that leads people to think again about the best practices in their workplaces.
|
216 |
 |
Organizational learning should be an ongoing activity, but best practices imply it has reached an endpoint. We might be better off looking for better practices.
|
216 |
