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The key lies in shifting our focus from predicting to reconfiguring.

Effective prediction… has become increasingly difficult, and in many situations impossible.

…engagement [is] the central predictor of productivity, exceeding individual intelligence, personality, and skill.

…it turns out we’re terrible predictors in the present of how we’re going to feel tomorrow, much less six months from now.

…hundreds of studies have shown that, compared to predictions based on actuarial data, predictions based on an expert’s years of training and experience are rarely better than chance.

Dissonance theory would therefore predict that when victims are armed and able to strike back, perpetrators will feel less need to reduce dissonance by belittling them than they do when their victims are helpless.

Predicting whether an executive can scale corrupts your ability to manage, is unfair, and doesn’t work.

It is hard to predict the success of a product ahead of time by measuring individual consumers’ preferences and then try to use these preferences to predict consumers’ future decisions.

…it’s hard to predict in advance what you’ll eventually grow to love.

…when people are prevented from feeling an emotion in the present, they become temporarily unable to predict how they will feel in the future.