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A preference for familiar things is necessarily a preference for the status quo.
|
165 |
 |
…with more distance we can see more clearly the most important dimensions of the issue we’re facing.
|
170 |
 |
…in helping us to break a decision log-jam, the single most effective question may be: What would I tell my best friend to do in this situation?
|
172 |
 |
…it’s so important to enshrine core priorities, not just cheerlead for generic values.
|
184 |
 |
This is one of the classic tensions of management: You want to encourage people to use their judgment, but you also need your team members’ judgments to be correct and consistent.
|
185 |
 |
When we identify and enshrine our priorities, our decisions are more consistent and less agonizing.
|
186 |
 |
We need to stretch our sense of what the future might bring, considering many possibilities, both good and bad…
|
199 |
 |
When we think about the extremes, we stretch our sense of what’s possible, and that expanded range better reflects reality.
|
200 |
 |
Even if we have a pretty good guess about the future, the research on overconfidence suggests that we’ll be wrong more often than we think.
|
201 |
 |
The effort it takes to explore the full spectrum of possibilities and to prepare for the worst possible scenarios acts powerfully to counteract overconfidence.
|
206 |
