Most mistakes are just plain stupid.

“I just wasn't thinking,” we say. Stupid mistakes aren't intentional. But the genie isout of the bottle. The damage is done.

Sure, we can try to “minimize the damage” by claiming “we'reonly human” and dismiss it with “everybody makes mistakes.” Nottoday. As the news makes clear, there's no place to hide.Everything is transparent. Both individuals and businesses suffer from the harm caused bystupid mistakes.

So, what do we do about it? Hope for the best? Ride it out? Or,pretend it wasn't that important?

Here are five ideas about how to avoid making stupid (andpossibly harmful) mistakes >>>

1. Stop looking in the mirror

Maybe the troublesome attitude started with the company'sfounder. It would not be surprising that someone with King as theirfirst name might have an ego problem. And if you were King C.Gillette of the famed Gillette Company, it might rub off on theentire operation. For nearly a century, others in the shaving bladebusiness tried to topple Gillette from its throne. It didn't work,which may have caused the company to believe it was indomitable. Ifso, it was a stupid mistake.

Then, came the disruptors with little money, but with low pricesand home delivery. These interlopers, Harry's and Dollar ShaveClub, were largely ignored, until they nicked the king. Finally,Gillette got in the act with a copycat “club” offering reducedprices and home delivery.

Point: If you keep your face glued to the mirror, all yousee is yourself—and that spells trouble.

2. Face your limitations

The worst fate that can befall anyone is becoming functionally obsolete. It applies tostructurally sound and safe bridges with too narrow lane widths andinadequate vertical clearances that fail to meet current trafficdemands. When this occurs, a bridge is functionally obsolete. It'sa danger if it isn't retrofitted or replaced.

It happens to individuals, departments, managers, andorganizations, as well. They no longer have the skills,capabilities and knowledge to handle today's demands. They'refunctionally obsolete and, unintentionally, they make inappropriatedecisions, stupid mistakes.

Point: Most of us rely on our past performance as a guide,failing to recognize that it's inadequate, rendering usfunctionally obsolete and prone to making stupid mistakes.

3. Challenge yourself

During a family discussion of current events, the fatheranswered a question quickly and confidently. A few seconds later,his newly minted son-in-law spoke up (politely) with a differentanswer from his iPhone, shocking the older man because what hethought he knew was wrong.

This is what two researchers call “the illusion of explanatorydepth,” which means that we think we know more than we do, which isnot only pervasive, but causes us to draw erroneous conclusionsthat lead to making stupid mistakes.

We're often irritated by those who seem to question everything,who burst our little bubbles. They slow things down and createconfusion. But before being too critical, they may be doing us afavor by nudging us to ask the one question that makes adifference: “How do I know what I think I know?”

Point: Ignorance isn't bliss; it's a severehandicap.

4. Think itthrough

We all have our own ideas and because they're ours, it'sinevitable we become overly invested in them. They're our“children” and should anyone dare to disagree or fail to warm up tothem, we almost instinctively get our back up and get ready for abattle. And that's when we get off track. Instead of solvingproblems, we persist in pursuing ill-conceived solutions—and makestupid and unnecessary mistakes.

This is why thinking it through is so critical. In his book,“How to Think,” Alan Jacobs says thinking is “not thedecision itself but what goes into the decision, the consideration,the assessment. It's testing your own responses and weighing theavailable evidence.”

Then Jacobs adds, “It's grasping, as best you can and with allavailable and relevant senses, what is, and it'salso speculating, as carefully and responsibly as you can, aboutwhat might be.”

Point: In other words, thinking something through meansconsidering the consequences.

5. Make it personal

Sales spiels, elevator speeches, presentations, and othermessaging often cause unexpected problems. Even though theirobjective is to help us perform more effectively, they can do justthe opposite.

For example, even the most carefully prepared and “polished”presentations can fall short of its goal. While we may think we“aced it,” those listening may think differently. It even happenswith presenters on the premier storytelling venue, TheMoth. Some are more gripping than others.

Here's the problem: By putting so much energy into getting thewords, tone, gestures and everything else right, we get all wrappedup with what we want to get across. When this happens, weunintentionally build a barrier that separates us from ourlisteners, readers or customers.

In his book, To Sell is Human, tells what anIsraeli radiologist did to overcome the impersonal nature of hisjob. He imagined that every scan he looked at was that of hisfather. “You can borrow from this insight with this simpletechnique for moving others,” writes Pink. “In every encounter,imagine that the person you're dealing with is your grandmother.”He calls it the ultimate way to make sure you're making itpersonal.

Point: Unless we make it personal, it can end up as a stupidmistake.

All of us make enough mistakes without carrying the extra burdenof downright stupid ones that get us in unnecessary trouble. We'refar better off if we know the triggers so we can avoid makingstupid mistakes.