 |
Recognizing our shortcomings opens the door to doubt. As we question our current understanding, we become curious about what information we’re missing.
|
28 |
 |
In a global, information-based, interconnected economy, businesses and individuals are increasingly going up against the world’s best.
|
15 |
 |
…top performers’ deep understanding of their field becomes the structure on which they can hang the huge quantities of information they learn about.
|
101 |
 |
[Superior performance] requires consistently relating new information to higher-level concepts, which is hard work.
|
102 |
 |
A mental model not only enables remarkable recall, it also helps top performers learn and understand new information better than average performers.
|
123 |
 |
Give authority to those closest to the information.
|
180 |
 |
We need to know that the information we are given by others and especially our leaders, good or bad, is the truth. We need to know that when someone says something, they mean it.
|
188 |
 |
…the incentive structures we offer inside our companies do not reward us for cooperating, sharing information or reaching across the company to offer or ask for help.
|
234 |
 |
When we believe that those inside our group… will look out for us, it creates an environment for the free exchange of information and effective communication.
|
29 |
 |
…our personal belongings contain a wealth of very telling information.
|
37 |
