Human Reliability: The Hall of Fame of Human Error
- JD Solomon
- 5 minutes ago
- 5 min read
Some of the greatest players in baseball history also committed the most errors. That fact surprises people at first, but it should not. The players who appear at the top of the all‑time error list were long‑tenured, high‑impact professionals who handled the toughest plays in the most demanding eras of the game. Their careers show that mistakes are not the opposite of excellence. They are part of it.
The three players highlighted here illustrate the point clearly. Their backgrounds, positions, and error totals help us understand why human error is a natural part of meaningful work.
Greatness Includes Imperfection
Deacon White, Cap Anson, and John Montgomery Ward all committed hundreds of errors. They also shaped the sport, set records, and earned their place in Cooperstown. Their careers show that excellence is not defined by the absence of mistakes. It is defined by the ability to perform, recover, and improve over time.
In everyday work, the same principle applies. People who take on responsibility, make decisions, and handle complex tasks will naturally make more errors than those who avoid challenges. Mistakes are evidence of engagement, not incompetence.
Deacon White
Deacon White played from 1871 to 1890, making him one of the earliest stars of professional baseball. He began his career catching barehanded, long before modern gloves, masks, or protective gear existed. Later, he moved to third base, another position known for hard‑hit balls and difficult reaction plays.
White’s 1,018 errors reflect the conditions of his era and the responsibilities he carried. He was a two‑time batting champion, a league RBI leader, and one of the most respected players of the nineteenth century. His high error total is not a sign of poor performance. It is evidence of a long career spent at the center of the action.
Cap Anson
Cap Anson played 27 consecutive seasons, one of the longest careers in baseball history. He was a dominant hitter, finishing with more than 3,400 hits and ranking sixth on the all‑time list. As a first baseman, he handled thousands of throws, scoops, and close plays. The position demands constant involvement, and in the nineteenth century, it came with minimal equipment and inconsistent field conditions.
Anson’s 976 errors are a byproduct of extraordinary longevity and responsibility. He was the everyday first baseman for decades, and every ball that came his way created another opportunity for something to go wrong. His career shows that people who stay in the game the longest naturally accumulate both achievements and mistakes.
John Montgomery Ward
John Montgomery Ward was one of the most versatile players of his era. He began as a pitcher, throwing the second perfect game in major league history, and later transitioned to shortstop, one of the most demanding defensive positions on the field. Shortstops handle hard ground balls, long throws, and complex double‑play situations. Errors come with the territory.
Ward’s 952 errors reflect the difficulty of the position and the length of his career. Beyond his on‑field performance, he founded the first players’ union and helped launch a rival professional league. His legacy is defined by leadership, innovation, and impact, not by the number of misplays recorded in the box score.
Longevity Creates Opportunity for Error
Many of baseball’s all‑time error leaders played twenty or more seasons. More games mean more chances for something to go wrong. The same pattern appears in any profession. The longer someone works in a field, the more opportunities they have to encounter unusual situations, ambiguous conditions, or high‑pressure decisions.
Instead of judging people by the number of mistakes they have made, it is more useful to consider the scope of their contributions. Experience brings both achievements and errors. The two cannot be separated.
Errors Reflect Difficulty, Not Deficiency
The players in the presentation were not making routine mistakes. They were attempting difficult plays in an era with primitive equipment and evolving rules. Their errors reflect the complexity of the work, not a lack of skill.
In modern workplaces, the most challenging tasks often carry the highest risk of error. Surgeons, engineers, pilots, and technicians operate in environments where small missteps can have large consequences. Recognizing the difficulty of the work helps create a more balanced view of human performance.
What These Players Teach Us About Human Error
The careers of White, Anson, and Ward offer several practical lessons.
High performers make more errors because they take on more responsibility.
Long careers create more opportunities for mistakes.
Difficult roles carry a higher risk of error.
Errors do not diminish excellence. They coexist with it.
Baseball records errors openly and uses them to understand performance. The players who made the most errors are still honored in the Hall of Fame because their contributions far outweigh their missteps. Their stories remind us that human error is not a sign of failure. It is a natural part of doing challenging work over time.
Greatness is not perfection. Greatness is sustained performance, resilience, and the willingness to stay in the game.
Greatness Includes Imperfection
Deacon White, Cap Anson, and John Montgomery Ward all committed hundreds of errors. They also shaped the sport, set records, and earned their place in Cooperstown. Their careers show that excellence is not defined by the absence of mistakes. It is defined by the ability to perform, recover, and improve over time.
In everyday work, the same principle applies. People who take on responsibility, make decisions, and handle complex tasks will naturally make more errors than those who avoid challenges. Mistakes are evidence of engagement, not incompetence.
Longevity Creates Opportunity for Error
Many of baseball’s all‑time error leaders played twenty or more seasons. More games mean more chances for something to go wrong. The same pattern appears in any profession. The longer someone works in a field, the more opportunities they have to encounter unusual situations, ambiguous conditions, or high‑pressure decisions.
Instead of judging people by the number of mistakes they have made, it is more useful to consider the scope of their contributions. Experience brings both achievements and errors. The two cannot be separated.
Human Errors Reflect Difficulty, Not Deficiency
The highlighted players were not making routine mistakes. They were attempting difficult plays in an era with primitive equipment and evolving rules. Their errors reflect the complexity of the work, not a lack of skill.
In modern workplaces, the most challenging tasks often carry the highest risk of error. Surgeons, engineers, pilots, and technicians operate in environments where small missteps can have large consequences. Recognizing the difficulty of the work helps create a more balanced view of human performance.
This article is taken from presentations by JD Solomon titled “How Baseball Teaches Us Everything We Need to Know About Human Error,” provided to organizations such as the Community for Human and Organizational Learning (CHOL), the American Society for Quality (ASQ), and the Society of Maintenance and Reliability Professionals (SMRP).
JD Solomon writes and consults on decision-making, reliability, risk, and communication for leaders and technical professionals. His work connects technical disciplines with human understanding to help people make better decisions and build stronger systems. Learn more at www.jdsolomonsolutions.com and www.communicatingwithfinesse.com.
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