| Abstrakt: |
Professionals prefer to think positively. Less commonly do they deal systematically with errors and mistakes. Both concepts refer to discrepancies between what is intended and what actually occurs, but each represents a different logic of interpreting negatively charged situations. The article proposes an approach to uncertainty management, including institutional arrangements that have been developed by human service professionals to deal constructively with error and mistakes. Also reviewed are their multiple positive functions as natural experiments, as research incentives, and as precipitants of administrative change. |
