Why Leaders Don't Learn from Success  

Oleh:

Pisano, Gary P. ; Gino, Francesca

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 4 (Apr. 2011), page 68-74.
Topik: Success in Business; Business Failures; Organizational Learning; Business Planning; Creative Ability in Business; Critical Success Factor; Organizational Behavior; Corporate Culture; Strategic Planning; Attribution (Social Psychology); Self-Confidence; Successful People
Fulltext: Why Leaders Don't Learn From Success.pdf (89.09KB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.43 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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What causes so many companies that once dominated their industries to slide into decline? In this article, two Harvard Business School professors argue that such firms lose their touch because success breeds failure by impeding learning at both the individual and organizational levels. When we succeed, we assume that we know what we are doing, but it could be that we just got lucky. We make what psychologists call fundamental attribution errors, giving too much credit to our talents and strategy and too little to environmental factors and random events. We develop an overconfidence bias, becoming so self-assured that we think we don’t need to change anything. We also experience the failure-to-ask-why syndrome and neglect to investigate the causes of good performance. To overcome these three learning impediments, executives should examine successes with the same scrutiny they apply to failures. Companies should implement systematic after-action reviews to understand all the factors that led to a win, and test their theories by conducting experiments even if “it ain’t broke.”

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