Failing to learn and learning to fail (intelligently)
Subtitle: how great organizations put failure to work to improve and innovate
By: Mark D. Cannon, Amy C. Edmondson
Contributors: Edmondson, Amy C.; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 04-053; Working paper (Harvard Business School. Division of Research) -- 04-053
Publisher: Division of Research, Harvard Business School
Published: 2004
Place of publication: Boston
Language: eng
Number of pages: 35
Description: This paper provides insight into what makes learning from failure so difficult to put into practice - that is, addresses the question of why organizations fail to learn from failure.
Notes: "February 5, 2004"--Added t.p.

Includes bibliographical references.