ABSTRACT
I n a Harvard Business Review article, "From Affirmative Action to Affirming Diversity," Roosevelt Thomas (1990) noted that "mistakes at the cutting edge are different-and potentially more valuable-than mistakes elsewhere" (p. 117). He argued that people on the cutting edge "need some kind of pioneer training. But at the very least they need to be told they are pioneers, that conflicts and failures come with the territory, and that they will be judged accordingly" (p. 117).
