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Book cover for The Field Guide to Understanding Human Error
People do not come to work to do a bad job. Safety in complex systems is not a result of getting rid of people, of reducing their degrees of freedom. Safety in complex systems is created by people through practice—at all levels of an ...more
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Nassim Nicholas Taleb
“my characterization of a loser is someone who, after making a mistake, doesn’t introspect, doesn’t exploit it, feels embarrassed and defensive rather than enriched with a new piece of information, and tries to explain why he made the mistake rather than moving on. These types often consider themselves the “victims” of some large plot, a bad boss, or bad weather.”
Nassim Nicholas Taleb, Antifragile: Things That Gain From Disorder

Nassim Nicholas Taleb
“My dream—the solution—is that we would have a National Entrepreneur Day, with the following message: Most of you will fail, disrespected, impoverished, but we are grateful for the risks you are taking and the sacrifices you are making for the sake of the economic growth of the planet and pulling others out of poverty. You are at the source of our antifragility. Our nation thanks you.”
Nassim Nicholas Taleb, Antifragile: Things That Gain From Disorder

Nassim Nicholas Taleb
“In the complex world, the notion of “cause” itself is suspect; it is either nearly impossible to detect or not really defined—another reason to ignore newspapers, with their constant supply of causes for things.”
Nassim Nicholas Taleb, Antifragile: Things That Gain From Disorder

“There is almost no human action or decision that cannot be made to look flawed and less sensible in the misleading light of hindsight. It is essential that the critic should keep himself constantly aware of that fact.”
Sidney Dekker, Just Culture: Balancing Safety and Accountability

John P. Kotter
“A useful rule of thumb: Whenever you cannot describe the vision driving a change initiative in five minutes or less and get a reaction that signifies both understanding and interest, you are in for trouble.”
John P. Kotter, Leading Change

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