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????對(duì)美國(guó)經(jīng)濟(jì)前景感到樂觀的人（包括我在內(nèi)）總是喜歡把目光投向美國(guó)人的一系列特質(zhì)：美國(guó)人喜歡風(fēng)險(xiǎn)和革新,；美國(guó)人擅長(zhǎng)短期記憶,，因此全民信心高昂；就連個(gè)人的貪欲和一點(diǎn)癡心妄想也不失為一件好事,，因此這些特質(zhì)都預(yù)示美國(guó)經(jīng)濟(jì)會(huì)再次復(fù)興。

????不過《紐約時(shí)報(bào)》的消費(fèi)專欄作家愛麗娜?塔根卻在她的新書中拋出了一個(gè)新的觀點(diǎn),，她指出了美國(guó)人的一個(gè)缺點(diǎn)：美國(guó)人不愿意面對(duì)自己的錯(cuò)誤,，也不愿意從錯(cuò)誤中學(xué)到教訓(xùn)——直到這些小錯(cuò)釀成大禍。

????塔根的新書名叫《錯(cuò)誤無傷大雅：犯錯(cuò)的意外收獲》（Better by Mistake: The Unexpected Benefits of Being Wrong）,，書中所傳達(dá)的信息是文化上的,，而不是經(jīng)濟(jì)上的。這本書本月剛剛上架,，它來得正是時(shí)候——眼下恰好是美國(guó)大投行貝爾斯登（Bear Stearns）倒閉三周年的祭日,。貝爾斯登的崩潰正是金融危機(jī)的導(dǎo)火索，1300多萬美國(guó)人在危機(jī)中失業(yè),，至今生活苦不堪言,。

????當(dāng)代美國(guó)人是在鬧哄哄的政治和苛刻的媒體環(huán)境下成長(zhǎng)起來的，他們覺得自己在直面錯(cuò)誤方面堪稱是專家?，F(xiàn)實(shí)社會(huì)上演了一出又一出揭示人性弱點(diǎn)的肥皂劇,。政客們深知（或者別人會(huì)很快提醒他們），如果自己犯了錯(cuò),，除非他們做出“鄭重道歉”,，否則他們的仕途就會(huì)斷送在這些錯(cuò)誤上。

????在這方面,，美國(guó)政府尤其有著值得夸耀的歷史,，美國(guó)政府一向喜歡通過國(guó)會(huì)聽證會(huì)和總統(tǒng)委員會(huì)調(diào)查危機(jī)背后的各種錯(cuò)誤，然后建立起各種官僚機(jī)構(gòu),，防止這些錯(cuò)誤在未來再次發(fā)生,。不過它的預(yù)防效果常常不盡人意。比如當(dāng)年由于情報(bào)失察,，美國(guó)發(fā)生了911事件,，后來美國(guó)成立了國(guó)土安全部（Homeland Security Department）,。但在卡特里娜颶風(fēng)后，國(guó)土安全部在保護(hù)沿海人口方面卻做得并不理想,，我們只能希望該部門在保護(hù)美國(guó)人免受恐怖襲擊上能表現(xiàn)得好一些,。

????一個(gè)新的官僚機(jī)構(gòu)的建立，并不說明人們對(duì)危機(jī)背后的錯(cuò)誤達(dá)成了政治共識(shí),。以美國(guó)國(guó)會(huì)建立的金融危機(jī)調(diào)查委員會(huì)（Financial Crisis Inquiry Commission）為例,，去年在國(guó)會(huì)已經(jīng)通過了徹底的銀行業(yè)改革方案之后，金融危機(jī)調(diào)查委員會(huì)公布了一份調(diào)查報(bào)告,，闡述2008年金融危機(jī)爆發(fā)的原因,。而這個(gè)委員會(huì)揭露的最大問題，其實(shí)是它揭露了美國(guó)政界在金融危機(jī)的根本原因究竟是什么這個(gè)問題上存在著多大的分歧,。

????商業(yè)界一向不乏各類書籍和咨詢公司來向他們提供建議,，告訴他們?nèi)绾伟逊稿e(cuò)的苦果轉(zhuǎn)變成更好的商業(yè)實(shí)踐——比如摩托羅拉公司（Motorola）著名的“六西格瑪”生產(chǎn)體系（“六西格瑪”是一種質(zhì)量管理手段，它曾經(jīng)挽救了瀕臨倒閉的摩托羅拉公司——譯注）,；或是哈佛大學(xué)的克里斯?阿格瑞斯發(fā)明的“雙環(huán)學(xué)習(xí)”法,，該方法旨在找出導(dǎo)致犯錯(cuò)的內(nèi)在價(jià)值觀。然而,，盡管有這么多資源防止他們犯錯(cuò),，但在美國(guó)全國(guó)性的經(jīng)濟(jì)崩潰中，金融部門還是扮演了主角,。

????塔根在書中引用了一些研究,，這些研究表明，盡管企業(yè)都想從錯(cuò)誤中學(xué)到教訓(xùn),，然而事實(shí)證明,，這是一件“很難執(zhí)行”的事。如果牽涉眾多利益,，那么從錯(cuò)誤中總結(jié)經(jīng)驗(yàn)教訓(xùn)更是“幾乎不可能”的,。塔根的研究顯示，我們花了大把大把的時(shí)間和精力,，來為自己的錯(cuò)誤辯解,，而不是坦承自己犯了這些錯(cuò)誤，并從中學(xué)習(xí)必要的教訓(xùn),。

????塔根寫道：“人們經(jīng)常把犯錯(cuò)當(dāng)成一件丟臉的事,，認(rèn)為應(yīng)該越早翻過這一頁越好，而不是把它當(dāng)成一件需要檢討和學(xué)習(xí)的事,?！币虼耍S多情況下人們都未能“發(fā)現(xiàn)系統(tǒng)的問題”,。

????我們的驕傲取決于行事的正確,。我們總是喜歡支持自己看法的數(shù)據(jù),，因此我們往往對(duì)其它數(shù)據(jù)視而不見。領(lǐng)導(dǎo)者們經(jīng)常采取自我辯解的行為,，這甚至形成了一種自我強(qiáng)化效果,。

????加州大學(xué)洛杉磯分校（UCLA）的一項(xiàng)研究指出，美國(guó)人還存在著一種文化偏見,，從小就重視“能力”,，輕視“努力”。美國(guó)人在表揚(yáng)小孩子的時(shí)候,，往往夸他“真聰明”,，而不是夸他“干得好”。如果學(xué)生的功課出了錯(cuò),，人們往往覺得這個(gè)學(xué)生表現(xiàn)得很“失敗”,，而忽視了這樣一個(gè)道理：課業(yè)上的錯(cuò)誤說明學(xué)生還有某些需要學(xué)習(xí)的東西。美國(guó)人的這種教育方法與中國(guó)人和日本人的教學(xué)方式形成了鮮明的對(duì)比,。

????這種心理一直影響到了美國(guó)商界,，導(dǎo)致華爾街形成了一種過分信任和崇拜個(gè)人才智的人才體系。塔根指出,，在這種人才體系下，許多人不愿承認(rèn),、也不愿糾正自己的缺陷,，從而導(dǎo)致他們形成了思維定式。

????正如塔根指出的那樣,，許多美國(guó)人認(rèn)為先天的才華要?jiǎng)龠^偶爾犯錯(cuò)的后天努力,，這是個(gè)很奇怪的現(xiàn)象。美國(guó)作家霍雷肖?阿爾杰的作品告訴了我們一個(gè)相反的道理：只要勤奮和努力,，任何人都可以爬上人生的頂峰,。愛因斯坦也曾說過一句名言：“一個(gè)人從未犯錯(cuò)，是因?yàn)樗麖奈磭L試過新事物,?！?/p>

????我們往往認(rèn)為，自由市場(chǎng)最大的好處就是它有自我糾正的本能,。不過現(xiàn)在美國(guó)仍在努力爬出經(jīng)濟(jì)衰退的深淵,。因此有個(gè)問題很值得一問：政府和企業(yè)如何才能用巴菲特的標(biāo)準(zhǔn)來要求自己？——沃倫?巴菲特在2009年致股東的信里給他自己提出了一些標(biāo)準(zhǔn)：“2008年我做了一些愚蠢的投資,。我至少犯一個(gè)重大錯(cuò)誤,，還有一些錯(cuò)誤不那么嚴(yán)重，但也造成了不良后果,。此外我還犯了一些疏忽大意的錯(cuò),。當(dāng)新情況出現(xiàn)時(shí),，我本應(yīng)三思自己的想法，然后迅速采取行動(dòng),，但我卻只知道咬著大拇指發(fā)愣,。”

????這種檢討的話正是我們需要在企業(yè)的董事會(huì)里聽到的——也是我們需要在華盛頓聽到的,。

????譯者：樸成奎

????Those optimistic about the nation's economic future (and count me as one) look to a litany of American characteristics that presage its revival: our comfort with risk and reinvention, a national confidence buoyed by short-term memory, even individual greed and bit of wishful thinking.

????A new book by New York Times consumer columnist Alina Tugend throws a new twist to that picture by pointing out an American shortcoming: Our resistance to confronting mistakes -- and learning from them -- before they turn into catastrophic blunders.

????The message of Better by Mistake: The Unexpected Benefits of Being Wrong is cultural, not economic. But it's a timely one coming this month -- the third anniversary of the collapse of Bear Stearns, which kicked off a financial crisis that continues to haunt the lives of more than 13 million unemployed Americans.

????Modern Americans -- shaped by raucous politics and a rapacious media --like to think of themselves as experts in confronting mistakes. Reality shows serve up juicy drama out of human shortcomings. Politicians know (or are quickly reminded) that they can't move on from bad misbehavior unless and until they issue the "grand apology."

????Washington, in particular, has a boastful history of investigating the mistakes behind a crisis -- through congressional hearings and presidential commissions -- and building bureaucracies designed to thwart them in the future. It often comes up short: One can only hope the Homeland Security Department -- a product of intelligence failures leading to 9/11 -- is better at protecting us against terrorist attacks than it was at protecting a coastline population after Hurricane Katrina.

????A new bureaucracy, moreover, isn't even an indicator that there is political consensus about the mistakes behind a crisis: The congressionally-created Financial Crisis Inquiry Commission not only issued its report on the causes of the 2008 economic collapse after Congress had already passed sweeping banking reforms last year, its greatest revelation turns out to be the extent of disagreement over what those root causes actually were.

????The business community has no shortage of books and consultancies offering advice on how to turn the lemons of errors into a lemonade of better business practices (think Motorola's (MOT, Fortune 500) famed Six Sigma manufacturing system or the double-loop learning of Harvard's Chris Argyris, which is designed to ferret out the underlying values that lead to mistakes). Even with all that, the financial sector played a starring role in the nation's economic collapse.

????Tugend cites studies showing that despite all these best intentions on the part of organizations to learn from mistakes, it has proven "difficult to implement" in general -- and "all but impossible" when much is at stake. Tugend's research shows we spend a shocking amount of time and energy justifying our blunders, rather than owning up to them and learning needed lessons before moving on.

????"All too often mistakes are treated as something shameful that should be flung aside as quickly as possible, rather than something to be examined and learned from," she writes. As a result, there is widespread failure to "uncover system problems."

????Our pride is tied up in being right. We tend to favor data that confirm our beliefs so we don't see alternatives. Too often leaders practice defense routines that become self-reinforcing.

????There is also a cultural bias toward ability rather than effort, infused from an early age, when children are praised for being "smart" rather than doing a good job. Errors in schoolwork are treated as failures rather than an index of what still needs to be learned -- in sharp contrast to the Chinese and Japanese teaching styles, according to a UCLA study.

????Take this up the ranks of American business and we end up with a Wall Street talent system that worships (and therefore is too trusting of) individual brilliance. It creates, Tugend notes, a fixed mindset among people who won't admit or correct their deficiencies.

????It's odd, as she points out, that Americans embrace the notion that innate talent trumps mistake-making perseverance. That quintessentially American narrative, the Horatio Alger tale, makes the opposite case: With diligence and hard work, anyone can climb to the top. Or as Albert Einstein famously said, "Anyone who has never made a mistake has never tried anything new."

????We like to think that a free market's greatest strength is its self-corrective nature. But as America struggles to climb out from the canyon of economic collapse, it's worth asking how both government and businesses can hold themselves to the same standard that Warren Buffett set for himself in his 2009 statement to shareholders: "During 2008 I did some dumb things in investments. I made at least one major mistake of commission and several lesser ones that also hurt. Furthermore I made some errors of omission, sucking my thumb when new facts came in that should have caused me to reexamine my thinking and promptly take action."

????Those are the kinds of words we need to hear more of in boardrooms -- and in Washington.