 |
There are smart executives running companies and managing systems, but there seems to be a distinct lack of strong leaders to lead the people.
|
118 |
 |
…human beings, the end users of all this, become so far removed from the people who mean to serve them that they simply become just another metric to be managed.
|
120 |
 |
The more abstract people become, the more capable we are of doing them harm.
|
127 |
 |
Leaders who put a premium on numbers over lives are, more often than not, physically separated from the people they serve.
|
129 |
 |
Human beings rarely go it alone. Much of what we do – at work, at school, and at home – we do in concert with other people.
|
180 |
 |
…coordinating makes us better people – and being better people makes us better coordinators.
|
199 |
 |
…our unconscious silently crunches all the data it can from the experiences we’ve had, the people we’ve met, the lessons we’ve learned, the books we’ve read, the movies we’ve seen, and so on, and it forms an opinion.
|
85 |
 |
…[in improv], people [make] very sophisticated decisions on the spur of the moment, without the benefit of any kind of script or plot.
|
113 |
 |
…[it is] complicated… to find out what people really think.
|
158 |
 |
Perhaps the most common – and the most important – forms of rapid cognition are the judgments we make and the impressions we form of other people.
|
194 |
