A Quote by Kenneth E. Boulding

We never like to admit to ourselves that we have made a mistake. Organizational structures tend to accentuate this source of failure of information. — © Kenneth E. Boulding
We never like to admit to ourselves that we have made a mistake. Organizational structures tend to accentuate this source of failure of information.
I have always been willing to admit when I made a mistake. I made a mistake in my understanding of the composition of the Contras, not on my opposition to the Contra war.
I hope never to see the day that I cannot admit having made a mistake.
We learn wisdom from failure much more than from success. We often discover what will do, by finding out what will not do; and probably he who never made a mistake never made a discovery.
In 27 years of reporting from Washington, I've never heard a President admit he made a mistake.
Human artifacts not only include material structures and objects, such as buildings, machines, and automobiles, but they also include organizations, organizational structures like extended families . . . tribes, nations, corporations, churches, political parties, governments, and so on. Some of these may grow unconsciously, but they all originate and are sustained by the images in the human mind.
But what if I make a mistake?' Will asked. Gilan threw back his head and laughed. 'A mistake? One mistake? You should be so lucky. You'll make dozens! I made four or five on my first day alone! Of course you'll make mistakes. Just don't make any of them twice. If you do mess things up, don't try to hide it. Don't try to rationalize it. Recognize it and admit it and learn from it. We never stop learning, none of us.
When you've made a mistake, you have to admit you've made a mistake, and correct it.
If you've made a mistake, if you've made a blunder, admit it to yourself, and then go to the people affected by it and admit it to them, and tell them you're sorry. Full-heartedly and openly. The fact of the matter is, that people who do that make an enormous impression. It's the right thing to do. It's the moral thing to do.
Concentrate and think upon the problem in mind until a satisfactory conclusion is reached, and then finally go ahead. If you have made a mistake, all right. Never find fault with a man because he has made a mistake. It is only a fool that makes the same mistake the second time.
Introverts tend to internalize problems. In other words, we place the source of problems within and blame ourselves. Though introverts may also externalize and see others as the problem, it's more convenient to keep the problem "in house." Internalizers tend to be reliable and responsible, but we can also be very hard on ourselves.
The whole gospel of Karl Marx can be summed up in a single sentence: Hate the man who is better off than you are. Never under any circumstances admit that his success may be due to his own efforts, to the productive contribution he has made to the whole community. Always attribute his success to the exploitation, the cheating, the more or less open robbery of others. Never under any circumstances admit that your own failure may be owing to your own weakness, or that the failure of anyone else may be due to his own defects - his laziness, incompetence, improvidence, or stupidity.
I know I'll never be put in the position of making the adulterous mistake, but there are mistakes along the way that are as complicated, that get blown out of proportion because you're not willing to admit that you've made them.
A man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them. This sequence is something that all achievers have in common. They do not see a mistake is as their failure; rather it is simply a learning experience. Achievers view a mistake as an opportunity to do something over again and do it right the second time. A mistake is simply the price they pay to achieve success.
As words are not the things we speak about, and structure is the only link between them, structure becomes the only content of knowledge. If we gamble on verbal structures that have no observable empirical structures, such gambling can never give us any structural information about the world. Therefore such verbal structures are structurally obsolete, and if we believe in them, they induce delusions or other semantic disturbances.
Many people will admit that they made a mistake [putting money in dot-coms or telecoms at their peak] But that doesn’t mean that they’ve changed their mind about anything in particular. It doesn’t mean that they are now able to avoid that mistake.
Titles or organizational structures, that’s not the lens through which we see our peers.
This site uses cookies to ensure you get the best experience. More info...
Got it!