 |
Evidence shows that in learning cultures, organizations innovate more and make fewer mistakes.
|
208 |
 |
…abundant evidence show[s] clearly that people can keep getting better long after they should have reached their ‘rigidly determinate’ natural limits.
|
62 |
 |
The weight of the evidence is that the drive to persist in the difficult job of improving, especially in adults, comes mostly from inside.
|
195 |
 |
The evidence offers no easy assurances. It shows that the price of top-level achievement is extraordinarily high. Perhaps it’s inevitable that not many people will choose to pay it.
|
206 |
 |
…evidence shows also that understanding how a few become great, anyone can become better.
|
206 |
 |
…the evidence shouts most loudly… liberating news: that great performance is not reserved for a preordained few. It is available to you and to everyone.
|
206 |
 |
Trust evolves once we have enough evidence to satisfy our brain that a person or an organization is, indeed, an honest broker.
|
188 |
 |
The evidence is indisputable… those who think they are more productive because they are better at multitasking are just wrong. What they are better at is being distracted.
|
257 |
 |
…the evidence is overwhelming that short breaks are effective – and deliver considerable bang for their limited buck. Even ‘micro-breaks’ can be helpful.
|
61 |
 |
A growing body of evidence makes it clear: Breaks are not a sign of sloth but a sign of strength.
|
70 |
