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Frontmatter -- Contents -- Foreword -- Preface -- 1. Introduction -- 2. Duality, Change, and Stabilization -- 3. The Johnson White House: An Overview -- 4. Johnson's Management Style -- 5. Developing the Legislative Program -- 6. Developing Executive Policy -- 7. Directing the Executive Branch -- 8. Representing the President -- 9. Conclusion -- Appendix. The White House: Comments on Size and Service Functions -- Notes -- Index

Failure carries undeniable stigma and is difficult to confront for individuals, teams, and organizations. Disciplines such as commercial and military aviation, medicine, and business have long histories of grappling with it, beginning with the recognition that failure is inevitable in every human endeavor. While conservation may arguably be more complex, conservation professionals can draw upon the research and experience of these other disciplines to institutionalize activities and attitudes that foster learning from failures, whether they are minor setbacks or major disasters. Understanding the role of individual cognitive biases, team psychological safety, and organizational willingness to support critical self-examination all contribute to creating a cultural shift in conservation to one that is open to the learning opportunity that failure provides. This new approach to managing failure is a necessary next step in the evolution of conservation effectiveness. This article is protected by copyright. All rights reserved.