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GROUP 3
Rachit Agarwal
Saurabh Kumar
Mohit Rai
Anuraja
Shrey Kumar
Rohit Tigga
Illustration of key organizational behaviours
concepts
Creative Thought Process
• A different viewpoint – proficient working v/s committing deliberate
mistakes
• Multilevel breakdown of error making
Role of Perception
• Most people perceive mistakes as detrimental
• Bringing the connotation ‘Learning from Mistakes’ into organizational
framework
Demonstration of Values
• Defying convention
• Take risks
• Rationality and Objectivity
Traps
• Anchoring Trap
• Confirming Evidence Trap
Learning
• Experience gained through mistakes brings permanent change in
individual/organization
• To defy fundamental assumptions – Aims to reduce few of
the assumptions by means of deliberate error.
• Potential of future gains – Aims to raise organizations profit
by exploiting on some of the deliberate error.
• To explore the nature of problems faced – To reduce
required parameters of testing by introducing deliberate
mistakes.
• Potential gains may outweigh the cost of mistake – Future
gains due to mistake will surpass its current cost.
• To overcome anchoring trap – Organization anchored around
orthodox approach can be pulled out of the trap by means
of deliberate error.
Rationale of making mistakes
 Companies like ITC, P & G and HUL hires fresh engineering
graduates and subject them to very challenging role. By doing
so they target for those potential candidates who are having
required skillset, right attitude and vision.
 Rolls Royce Engine blade off test – By performing blade off
test RR has reduced many essential parameters which were
beyond human capacity. Thus saving time and laying a path
for future profit on expense of one engine.
Rationale of making mistakes
Examples
Blade blasted of to study various parameters
which was very tedious by means of software
Overconfidence
 Example – start ups v/s corporate giants
Risk aversion
 Nokia
Confirming Evidence
 Selecting IIM Raipur
Faulty Feedback
 Indian education system
The wisdom of deliberate mistakes
The wisdom of deliberate mistakes

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The wisdom of deliberate mistakes

  • 1. GROUP 3 Rachit Agarwal Saurabh Kumar Mohit Rai Anuraja Shrey Kumar Rohit Tigga
  • 2. Illustration of key organizational behaviours concepts Creative Thought Process • A different viewpoint – proficient working v/s committing deliberate mistakes • Multilevel breakdown of error making Role of Perception • Most people perceive mistakes as detrimental • Bringing the connotation ‘Learning from Mistakes’ into organizational framework
  • 3. Demonstration of Values • Defying convention • Take risks • Rationality and Objectivity Traps • Anchoring Trap • Confirming Evidence Trap Learning • Experience gained through mistakes brings permanent change in individual/organization
  • 4. • To defy fundamental assumptions – Aims to reduce few of the assumptions by means of deliberate error. • Potential of future gains – Aims to raise organizations profit by exploiting on some of the deliberate error. • To explore the nature of problems faced – To reduce required parameters of testing by introducing deliberate mistakes. • Potential gains may outweigh the cost of mistake – Future gains due to mistake will surpass its current cost. • To overcome anchoring trap – Organization anchored around orthodox approach can be pulled out of the trap by means of deliberate error. Rationale of making mistakes
  • 5.  Companies like ITC, P & G and HUL hires fresh engineering graduates and subject them to very challenging role. By doing so they target for those potential candidates who are having required skillset, right attitude and vision.  Rolls Royce Engine blade off test – By performing blade off test RR has reduced many essential parameters which were beyond human capacity. Thus saving time and laying a path for future profit on expense of one engine. Rationale of making mistakes Examples Blade blasted of to study various parameters which was very tedious by means of software
  • 6. Overconfidence  Example – start ups v/s corporate giants Risk aversion  Nokia Confirming Evidence  Selecting IIM Raipur Faulty Feedback  Indian education system