This phenomenon will point the way to newer and even greater discoveries and learning, and, as I emphasized during my speech, a climate of dynamic renewal. This process can serve us well as the catalyst for directing our work for many years to come. Learning is more a function of critical learning than being right. Another fundamental piece of this new culture if that risk-taking is to be encouraged and failure will be accepted as part of the learning process. Just as achieving results other than these hypothesized provide a researcher with useful information, much can be gained by experimenting within an accepting organizational environment and learning what we can from what is attempted.
Purposeful experimentation is more important than predictive planning.
The learning taking place among faculty and administrative groups through Project Reinvent is clearly pointing out the fact that in this day and time, there is no such thing as a perfect plan. This logic often leads to conflict between administrators and the faculty and staff, those at the grassroots level within the organization. However, frontline people know much more than they can ever say about their jobs and the about the organization. They actually have the capability to do something, not just talk about something. Let me encourage you to put that knowledge into action by repeating what I said at the conference.