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Short breaks from a task can prevent habituation, help us maintain focus, and reactivate our commitment to a goal.
|
61 |
 |
…social breaks – talking with coworkers about something other than work – are more effective at reducing stress and improving mood than other cognitive breaks…
|
62 |
 |
…concentrate on accomplishing a few meaningful achievements, and once you’ve gained status by demonstrating excellence, feel free to be more assertive.
|
112 |
 |
…when team commitment to achieving a goal is high, it’s best to emphasize the work that remains. But when team commitment is low, it’s wiser to emphasize progress that has already been made…
|
138 |
 |
If your boss has your back, takes responsibility instead of blaming others, encourages your efforts but also gets out of your way, and displays a sense of human rather than a raging tempter, you’re probably in a good place. If your boss is the opposite, watch out – and maybe get out.
|
169 |
 |
Ample research from many countries shows that when your individual goals align with those of your organization, you’re happier and more productive.
|
170 |
 |
…there are moments, particularly in times of stress… when our snap judgments and first impressions can offer a much better means of making sense of the world.
|
14 |
 |
Contempt is special. If you can measure contempt, then all of a sudden you don’t need to know every detail of [a] relationship.
|
33 |
 |
Snap judgments and rapid cognition take place behind a locked door.
|
51 |
 |
…if we are to learn to improve the quality of the decisions we make, we need to accept the mysterious nature of our snap judgments.
|
52 |
