 |
Responses to threats and unpleasantness are faster, stronger, and harder to inhibit than responses to opportunities and pleasures. – Jonathan Haidt
|
152 |
 |
People who believe they can succeed see opportunities where others see threats.
|
20 |
 |
Threats to our values, to our self-image, and to what we care about most signal danger and trigger acute stress.
|
162 |
 |
Slow decisions sap energy and threaten the timeline… Don’t let the group dissolve into unproductive debates that aren’t moving you toward a decision.
|
91 |
 |
…any company that has made it past the start-up stage is optimized much more for efficiency than for strategic agility – the ability to capitalize and dodge threats with speed and assurance.
|
4 |
 |
Urgency… is not just about this week’s problems but about the strategic threats and possibilities flying at you faster and faster.
|
28 |
 |
Management ensures the stability and efficiency necessary to run today’s enterprise reliably. Leadership creates needed change to take advantage of new opportunities, to avoid serious threats, and to create and execute new strategies.
|
63 |
 |
Silos limit access to information about the big picture, and certainly any big-picture opportunities or threats.
|
116 |
 |
Management-driven hierarchies are designed to offer either economic rewards or threats.
|
125 |
 |
If the hard bargainer insists on concessions and makes threats while the soft bargainer yields in order to avoid confrontation and insists on agreement, the negotiating game is biased in favor of the hard player.
|
10 |
