How can the double bias of mistakes block organizational intelligence? Gender and position analysis

Purpose This study aims to examine whether double bias of mistakes (DBM) jeopardizes organizational learning and intelligence. Moreover, it verifies how female and male knowledge workers affected by the DBM impact organizational intelligence building. Design/methodology/approach The structural equation modeling method was used to analyze a large sample of 1,111 Polish knowledge workers (mixed sectors). Findings This study exposed that women managers, unlike men, are open to learning from mistakes and sharing knowledge gained this way. Practical implications The study results provoke the conclusion that patriarchy-dominated, less-inclusive organizations and societies will probably learn slower than inclusive ones representing gender variety, especially in management boards that shape organizational culture. Originality/value The essence of organizational success is what people can achieve together. So, collective, instead of individual, growth matters more. Organizational intelligence is not the sum of individual IQs but a collective ability to adapt smoothly together as a community. This pioneering study exposes that women are potentially better collective intelligence-building leaders than men.