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Harvard Business Review April 2011

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APRIL 2011/89/4.rn48. UNDERSTANDING FAILURErnA Playbook for Learning form Failure/Amy C.EDMONDSONrn86. Learning form FailurernFormer P&G CEO A.G. LAFLEY: “I Think of My Failure as a Gift”rn100. Recovering from FailurernBuilding Resilience/Martin E.P. SeligmanrnFeaturesrnFailure UNDERSTAND ITrn48. Strategies for learning from Failure: If organizations to benefit from failure, employees must feel safe admitting or reporting on it. /Amy C. Edmondsonrn58.Ethical BreakdownsrnCognitive biases can blind executives to their own or their employees’ unethical behavior. Here’s why, and what to do about it. Max H. BAZERMAN and Ann E. TENBRUNSELrn68. Why Leaders Don’t Learn From Success: When things are going well, we tend not to ask why. As a result, we never really know whether we did something right-or we just got lucky. Francesca Gino and Gary P. PisanornFAILURE LEARN FROM ITrn76. Failing by design: A certain amount of failure, managed well, can be useful. How to set up INTELLINGENT trials and learn from inevitable errors Rita Gunther McGrathrn86. “I Think of My Failures As a Gift” : P&G’S former CEO talks about the profitable lessons that emerged from some of his company’s big mistakes. An interview with A.G. LAFLEY by Karen DillonrnFAILURE RECOVER FROM ITrn100. Building Resilience: An army program designed to teach soldiers how to move beyond trauma and into growth offers useful lessons for business. Martin E.P. SeligmanrnTHE GLOBErn109. How China Reset Its Global Acquisition Agenda: After stumbling badly in their first global takeovers, Chinese companies are taking a much smarter tack. Peter J. Williamson and ANAND P. Ramanrn

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Series Title

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Call Number

M (HBR) 0483

Publisher

Boston, MA : Harvard Business School Press., 2011

Collation

140 p: ill ; 27 cm

Language

English

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Edition

Vol. 89 No. 4

Subject(s)

Management

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