 |
Confident humility doesn’t just open our minds to rethinking – it improves the quality of our rethinking.
|
48 |
 |
Unlike our height or raw intelligence, we have full control over what we believe is true. We choose our views, and we can choose to rethink them any time we want.
|
60 |
 |
Attachment. That’s what keeps us from recognizing when your opinions are off the mark and rethinking them.”
|
62 |
 |
It is a sign of wisdom to avoid believing every thought that enters your mind. It’s a mark of emotional intelligence to avoid internalizing every feeling that enters your heart.
|
68 |
 |
Task conflict can be constructive when it brings diversity of thought, preventing us from getting trapped in overconfidence cycles. It can help us stay humble, surface doubts, and make us curious about what we might be missing.
|
80 |
 |
Rethinking depends on a different kind of network: a challenge network, a group of people we trust to point out our blind spots and help us overcome our weaknesses.
|
83 |
 |
The ideal members of a challenge network are disagreeable, because they’re fearless about questioning the way things have always been done and holding us accountable for thinking again.
|
83 |
 |
Disagreeable people don’t just challenge us to think again. They also make agreeable people comfortable arguing, too. Instead of fleeing from friction, our grumpy colleagues engage it directly.
|
90 |
 |
With twin propellers spinning in divergent directions, our thinking doesn’t get stuck on the ground; it takes flight.
|
93 |
 |
In a heated argument, you can always stop and ask, ‘What evidence would change your mind?’ If the answer is ‘nothing,’ then there’s no point in continuing the debate. You can lead a horse to water, but you can’t make it think.
|
116 |
