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Summary
Matthew Syed examines why some people and organizations improve after mistakes while others repeat them. His central claim is that progress requires errors to be exposed and examined, rather than hidden, blamed on someone else or explained away. Examples from aviation, healthcare, sport and business show how attitudes toward failure affect learning. The book connects better results with a willingness to question assumptions and use feedback to change the next attempt.
Why read it Our view
Compare how organizations respond to failure and feedback. The business and product-development cases give teams concrete examples to discuss when they review mistakes and decide what to change.