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…remaining true to one’s conscience is a powerful force.

If the innovator has a clear conscience that the product materially improves people’s lives – first among them, the designer’s – then the only path is to push forward.

Too many organizations… still operate from assumptions about human potential and individual performance that are outdated, unexamined, and rooted more in folklore than in science.

…what science is revealing is that carrots and sticks can promote bad behavior, create addiction, and encourage short-term thinking at the expense of the long view.

The science demonstrates that once people learn the fundamental practices and attitudes – and can exercise them in supportive settings – their motivation, and their performance, soars.

Asking questions is a science and an art. The science is in how you intellectually construct a question. The art is found in how you ask it: your tone of voice, your creative choice of words, your behavior and remarks before asking your question.

Working in harmony with others, science shows, makes it more likely we’ll do good.

If a team of world-class behavioral scientists designed a job that was optimized for turning occupants into assholes, the result would be disturbingly similar to many, if not most, boss’s jobs.

We’re not omniscient. We don’t have crystal balls or time machines. All we have is our best assessment of an uncertain and changing landscape and the hope that we have honed our quitting skills enough to walk away when conditions turn against us.

Scientists now believe that control is a sum of different influences on personality, not just social learning but biological influences also.