Abstract
Being incorrect appears intuitively undesirable, eliciting negative self-conscious emotions. However, a closer examination reveals potential cognitive and behavioral benefits of actively disliking making mistakes. This paper analyzes philosophical, psychological and organizational behavior research on error orientation, contrasting mindsets that hate being wrong versus love being right. The former demonstrates greater dedication towards truth-seeking, critical thinking, personal growth and team learning - essential drivers of innovation and adaptation. By scrutinizing the meta-cognitive, motivational and collective coordination implications, the case emerges for disliking errors as a hidden driver of excellence.
Introduction
Is obsessively ensuring you are right more psychologically healthy than intensely hating when you are wrong? Casual intuition leans towards the self-satisfaction of correctness over unpleasant self-confrontation with mistakes. However, recent investigations of learning cultures suggest otherwise. Understanding the hidden advantages of vigilance against errors over comfort-seeking positive illusions requires examining interlinked phenomena - the philosophy of fallibilism, psychology of mindsets and collective intelligence emerging in teams. This paper analyzes research intersecting…
