The must-read summary of Richard Farson and Ralph Keyes' book: "Whoever Makes the Most Mistakes Wins: The Paradox of Innovation". This summary of the ideas from Richard Farson and Ralph Keyes' book "Whoever Makes the Most Mistakes Wins" shows that, in business, the concepts of “success” and “failure” are more ambiguous than most people acknowledge. Not only are there many different ways to define both of these terms but frequently, short-term failures lay the foundation for long-term success. That means these failures are an unavoidable part of the pathway to succeeding. In their book, the authors explain that companies need to encourage their innovators to learn more by making productive mistakes. In this environment, managers should worry less about rewarding success and focus more on learning from both failure and success. This summary provides the tools to achieve success in today's environment and not be afraid of failure. Added-value of this summary: • Save time • Understand key concepts • Expand your knowledge To learn more, read "Whoever Makes the Most Mistakes Wins" and find out how to encourage creativity for future success.

Success in today's business economy demands nonstop innovation. But fancy buzzwords, facile lip service, and simplistic formulas are not the answer. Only an entirely new mindset -- a new attitude toward success and failure -- can transform managers' thinking, according to Richard Farson, author of the bestseller Management of the Absurd, and Ralph Keyes, author of the pathbreaking Chancing It: Why We Take Risks, in this provocative new work. According to Farson and Keyes, the key to this new attitude lies in taking risks. In a rapidly changing economy, managers will confront at least as much failure as success. Does that mean they'll have failed? Only by their grandfathers' definition of failure. Both success and failure are steps toward achievement, say the authors. After all, Coca-Cola's renaissance grew directly out of its New Coke debacle, and severe financial distress forced IBM to completely reinvent itself. Wise leaders accept their setbacks as necessary footsteps on the path toward success. They also know that the best way to fall behind in a shifting economy is to rely on what's worked in the past -- as when once-innovative companies like Xerox and Polaroid relied too heavily on formulas that had grown obsolete. By contrast, companies such as GE and 3M have remained vibrant by encouraging innovators, even when they suffered setbacks. In their stunning new book, Farson and Keyes call this enlightened approach "productive mistake-making." Rather than reward success and penalize failure, they propose that managers focus on what can be learned from both. Paradoxically, the authors argue, the less we chase success and flee from failure, the more likely we are to genuinely succeed. Best of all, they have written a little jewel of a book, packed with fresh insights, blessedly brief, and to the point.

This Handbook provides breakthrough analyses on an important, cutting-edge topic: the connections between the legal system, both in substance and process, and innovation and growth. Arguably the most important intellectual development in legal scholarship and judicial decision-making over the past four decades has been the increasing use of economic modes of analysis in legal reasoning. The Handbook on Law, Innovation and Growth sheds new light on the linkages between innovation, growth and the legal system, answering questions that will help policymakers better understand and implement the law in an effort to advance economic welfare. This Handbook brings together many prominent scholars to examine the features of the legal infrastructure that affect both innovation and growth. Individual chapters explore different legal subject areas, in most cases offering recommendations for rule changes that could accelerate growth, primarily in the context of the US economy. The introductory chapter cohesively ties all of the contributions together and explains why it is time for legal scholarship and research to move in a new direction. Surpassing other literature on the subject, this landmark Handbook is certainly a critical volume for any student or scholar of law and economics.

Why do some companies succeed better than others? It is well known that there are many variables such which may impact a company's performance. The authors present their new model for Market Proactiveness which shows organizations how to anticipate change and respond to it before they are forced to do so, and improve their overall performance.

Humans are naturally wired to solve problems. Implement the right solutions and the problems generally go away. Paradoxes are quite different. They consist of opposites that do not appear to be able to coexist, but must. Most of the issues that keep organizations from achieving strategic success are not problems, they are paradoxes. Practical approaches to address our most important paradoxes do exist. By reading this book you will learn how to address the paradoxes commonly encountered in organizations and in life. Getting Unstuck: Using Leadership to Execute Paradoxes with Confidence will teach you how to balance key paradoxes to achieve greater long-term growth and enhanced sustainability than those who rely on financial data and problem solving methods alone. It addresses the issues that are the most troublesome to people and the organizations they work for. Describing how to think and work more strategically, the book introduces the language and tools you need to share innovative approaches to dilemmas within your organization and to develop better working relationships, both internally and externally. It provides a practical and powerful platform to help you develop new possibilities and achieve your strategic objectives. You will learn how to see conflict with a fresh set of eyes, how to redefine your roles, and how to become more effective professionally and personally. If you have experienced trouble implementing strategic objectives, difficulties getting people from different parts of your organization to work together; if you want to achieve a higher level of success, if you feel stuck, then read this book. Filled with examples of real-world paradoxes, it supplies valuable insights into the root causes of workplace conflicts to help you execute change with greater confidence and effectiveness.

We forget our passwords. We pay too much to go to the gym. We think we’d be happier if we lived in California (we wouldn’t), and we think we should stick with our first answer on tests (we shouldn’t). Why do we make mistakes? And could we do a little better? We human beings have design flaws. Our eyes play tricks on us, our stories change in the retelling, and most of us are fairly sure we’re way above average. In Why We Make Mistakes, journalist Joseph T. Hallinan sets out to explore the captivating science of human error—how we think, see, remember, and forget, and how this sets us up for wholly irresistible mistakes. In his quest to understand our imperfections, Hallinan delves into psychology, neuroscience, and economics, with forays into aviation, consumer behavior, geography, football, stock picking, and more. He discovers that some of the same qualities that make us efficient also make us error prone. We learn to move rapidly through the world, quickly recognizing patterns—but overlooking details. Which is why thirteen-year-old boys discover errors that NASA scientists miss—and why you can’t find the beer in your refrigerator. Why We Make Mistakes is enlivened by real-life stories—of weathermen whose predictions are uncannily accurate and a witness who sent an innocent man to jail—and offers valuable advice, such as how to remember where you’ve hidden something important. You’ll learn why multitasking is a bad idea, why men make errors women don’t, and why most people think San Diego is west of Reno (it’s not). Why We Make Mistakes will open your eyes to the reasons behind your mistakes—and have you vowing to do better the next time.

We all know that the future is uncertain, but rather than make any attempt to actively manage our futures in a consistent way, we tend to make broadbrush assumptions based on common-sense and intuition alone. Successfully managing risk is a primary ingredient for success in a fast-paced environment where we are bombarded by the need to make critical decisions, often with little or no solid facts available and little insight into the likely outcomes. Smart Things to Know About Risk Management, in a step-by-step approach, shows the reader what is risk management and why it matters, the categories of risk, how to achieve the right balance of risk, knowing your risk appetite, how to actively manage your risks and develop a risk culture and techniques, tools and models for managing risk. Case studies are also included. * Perfect for the SMART treatment - this book starts from basics, assumes no prior knowledge and gives a step-by-step approach. * Step-by-step approach. Covers the background to risk and risk management as well as practical application and techniques, tools and models for managing risk. * Written by a highly experienced practitioner with a formidable working knowledge in this area.