An error of omission occurs when an individual or organization fails to do something it should have done. For example, when Kodak failed to acquire Xerox when it could have, or when Xerox failed to develop the small computer produced by its employees. Of the two types of error, errors of omission are usually the more important. The deterioration and failure of organizations are almost always due to something they did not do.
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Now for a key fact: Accounting systems in the Western world only take account of errors of commission, the less important of the two types of error. They take no account of errors of omission. Therefore, in an organization that frowns on mistakes and in which only errors of commission are identified, a manager only has to be concerned about doing something that should not have been done. Because errors of omission are not recorded, they often go unacknowledged. If acknowledged, accountability for them is seldom made explicit. In such a situation, a manager who wants to invoke as little disapproval as possible must try either to minimize errors of commission or transfer to others responsibility for those he or she makes.
And also this: Learning how to learn is probably the most important thing an organization or individual can learn.