Book Titles

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.

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.

Along with outcome accountability, we can create process accountability by evaluating how carefully different options are considered as people make decisions.

A bad decision process is based on shallow thinking. A good process is grounded in deep thinking and rethinking, enabling people to form and express independent opinions.

Research shows that when we have to explain the procedures behind our decisions in real time, we think more critically and process the possibilities more thoroughly.

Rethinking is more likely when we separate the initial decision makers from the later decision evaluators.

In too many organizations, leaders look for guarantees that the results will be favorable before testing or investing in something new.

Requiring proof is an enemy of progress.

The goal in a learning culture is to welcome these kinds of experiments, to make rethinking so familiar that it becomes routine.

We can’t run experiments in the past; we can only imagine the counterfactual in the present.