Larry Lucchino bounds out of his chair and starts rifling through the piles on his desktop. He’s got a lot of little black books, he says, but he locates the right one, returns to the conference table and begins flipping through it. He finds the right page. There in black ink, at the top of a page of notes he took at his home last Oct. 4, the day after 2012’s 69-win season ended, the day the Red Sox fired Bobby Valentine, is written: “Lessons Learned.”

Lucchino declines an offer to share the entire list of lessons — there’s several dozen, he says — that he, principal owner John Henry, chairman Tom Werner, general manager Ben Cherington and even Valentine came up with, but he offers up a few.

Like, “Coaches get too little credit and too little blame.”

And, “Be proactive, not reactive, with respect to the medical staff.”

Also, “Injuries are much more inevitable and critical every year, not just once in awhile — plan for it.”

And then there’s, “Free agency philosophy: Pay more money for fewer years.”

It’s an intriguing list, almost a tease, really, but not especially profound or groundbreaking. Lucchino, the Red Sox team president and CEO who, Henry says, runs the team, agrees that many of the lessons are old ones the Sox already knew but forgot and then needed to be reminded of. What’s more pertinent about these “lessons” for both the Sox and their fans is that the same individuals who are in charge of leading the team out of its current plight are, with the notable exceptions of ex-general manager Theo Epstein and ex-manager Terry Francona, the same ones who led them into this mess.

That’s not the whole scope of the curriculum, though. This cadre of Red Sox executives is the same one that was in charge before September 2011, the same group that oversaw a player development and scouting machine that produced playoff appearances in six out of seven years between 2003 and 2009, including two World Series titles in 2004 and 2007.