 |
If you want to be a better forecaster today, it helps to let go of your commitment to the opinions you held yesterday.
|
69 |
 |
Studies…suggest that dissatisfaction promotes creativity only when people feel committed and supported – and that cultural misfits are most likely to add value when they have strong bonds with their colleagues.
|
84 |
 |
The first rule [of good fight club]: avoiding an argument is bad manners. Silence disrespects the value of your views and our ability to have a civil disagreement.
|
87 |
 |
Agreeableness is about seeking social harmony, not cognitive consensus. It’s possible to disagree without being disagreeable.
|
89 |
 |
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 |
 |
Experiments show that simply framing a dispute as a debate rather than as a disagreement signals that you’re receptive to considering dissenting opinions and changing your mind…
|
91 |
 |
Recent experiments show that having even one negotiator who brings a scientist’s level of humility and curiosity improves outcomes for both parties…
|
106 |
 |
We can demonstrate openness by acknowledging where we agree with our critics and even what we’ve learned from them. Then, when we ask what views they might be willing to revise, we’re not hypocrites.
|
107 |
 |
When someone becomes hostile, if you respond by viewing the argument as a war, you can either attack or retreat. If instead you treat it as a dance, you have another option – you can sidestep.
|
115 |
 |
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 |
