Abstract
Failure is not something that is particularly valued by society, and is avoided by individuals and organizations. Yet Lueneburger writes that failure can be an asset, depending on what you can learn from it and then apply in the future. In studying and writing about how strong organizations (businesses and nonprofits) develop “cultures of purpose,” he discovered that these organizations honed three cultural attributes—energy, resilience, and openness. All relate to how people respond to and learn from failures. Lessons are drawn from executives at such disparate organizations as the New York Philharmonic and TNT, a global logistics company.
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