ABSTRACT
As in all growth, it is possible to distinguish certain stages in an organization's gradual embrace of the New View. The stages are 'ideal types'. They may correspond roughly to what an organization are going through. But given that growth toward the New View is typically irregular, partially event-driven, and unevenly distributed across an organization, many routes of New View maturation are possible. The stages of growth mark how an organization is making progress in learning about learning from failure. The more an organization embraces the New View, the more it will have learned about how it really can, and should, be learning from its successes and failures. New View countermeasures are investments in the system. A New View embrace is necessarily accompanied by the adoption of a new vocabulary about safety and risk. The debate between Old View and New View interpretations is not just about two perspectives, about an intellectually quaint exercise in comparing worldviews.
