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…direct man-machine cooperation, focused on making very specific evaluations or completing very specific tasks, will revolutionize much of our economy…

Along with outcome accountability, we can create process accountability by evaluating how carefully different options are considered as people make decisions.

Rethinking is more likely when we separate the initial decision makers from the later decision evaluators.

The annual evaluation exercise is often short, artificial, and mealy-mouthed. Employees have no idea how well they performed and thus no prospect of getting better.

…several studies show that we often evaluate the quality of meals, movies, and vacations not by the full experience but by certain moments, especially the end.

Many organizations impose such rigid, legalistic, inhuman, and onerous evaluation procedures that these chores distract bosses from tending to their followers in more important ways.

In many companies… people are promoted based on their performance. Still, nothing is done to evaluate whether that person has any leadership capabilities necessary to lead people.

…how we think cannot be separated from how we feel. At all times, we are evaluating (affect) and interpreting (cognition) the world around us.

Our beliefs about where and how work gets done distort how we evaluate work just as the power of time does.

…stop evaluating performance by the number of hours employees put in and instead measure it by the value they produce.