000			03843cam a2200385 i 4500
001			18826539
003			OSt
005			20170315194130.0
008			151021s2015 nyu 001 0 eng
010			_a 2015040860
020			_a9781591848226 (hardback)
040			_aSIOM Library _bSIOM Library _cSIOM Library _eSIOM Library _dSIOM Library
042			_apcc
050	0	0	_aBF575.F14 _bS94 2015
082	0	0	_a158.1 _223
084			_aBUS085000 _aBUS041000 _2bisacsh
100	1		_aSyed, Matthew.
245	1	0	_aBlack box thinking _bwhy most people never learn from their mistakes-but some do _cMatthew Syed.
260			_aNew York _bPortfolio/Penguin _c2015
300			_axi, 322 pages ; _c24 cm
365			_aINR _b1959.30
366			_2Bombay Books,Invoice No.1016 _f25%
500			_aIncludes index.
520			_a"Nobody wants to fail. But in highly complex organizations, success can happen only when we confront our mistakes, learn from our own version of a black box, and create a climate where it's safe to fail. 　 We all have to endure failure from time to time, whether it's underperforming at a job interview, flunking an exam, or losing a pickup basketball game. But for people working in safety-critical industries, getting it wrong can have deadly consequences. Consider the shocking fact that preventable medical error is the third-biggest killer in the United States, causing more than 400,000 deaths every year. More people die from mistakes made by doctors and hospitals than from traffic accidents. And most of those mistakes are never made public, because of malpractice settlements with nondisclosure clauses. For a dramatically different approach to failure, look at aviation. Every passenger aircraft in the world is equipped with an almost indestructible black box. Whenever there's any sort of mishap, major or minor, the box is opened, the data is analyzed, and experts figure out exactly what went wrong. Then the facts are published and procedures are changed, so that the same mistakes won't happen again. By applying this method in recent decades, the industry has created an astonishingly good safety record. Few of us put lives at risk in our daily work as surgeons and pilots do, but we all have a strong interest in avoiding predictable and preventable errors. So why don't we all embrace the aviation approach to failure rather than the health-care approach? As Matthew Syed shows in this eye-opening book, the answer is rooted in human psychology and organizational culture. Syed argues that the most important determinant of success in any field is an acknowledgment of failure and a willingness to engage with it. Yet most of us are stuck in a relationship with failure that impedes progress, halts innovation, and damages our careers and personal lives. We rarely acknowledge or learn from failure--even though we often claim the opposite. We think we have 20/20 hindsight, but our vision is usually fuzzy. Syed draws on a wide range of sources--from anthropology and psychology to history and complexity theory--to explore the subtle but predictable patterns of human error and our defensive responses to error. He also shares fascinating stories of individuals and organizations that have successfully embraced a black box approach to improvement, such as David Beckham, the Mercedes F1 team, and Dropbox"--
650		0	_aFailure (Psychology)
650		0	_aErrors.
650		0	_aSuccess.
650		0	_aOrganizational behavior.
650		7	_aBUSINESS & ECONOMICS / Organizational Behavior. _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Management. _2bisacsh
856	4	2	_3Cover image _u9781591848226.jpg
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cB
999			_c585607 _d585607