Quotes

Lean Thinking, Page 302

…you usually don’t need to play brilliant hunches or score dramatic product breakthroughs to succeed.

Thinking, Fast and Slow, Page 302

Loss aversion refers to the relative strength of two motives: we are driven more strongly to avoid losses than to achieve gains.

High Performance Habits, Page 303

The more you absolutely believe anything, the more likely you are to become blinded to new perspectives and opportunities.

Flawless Consulting, Page 303

Most persistent problems that call for consultation have no clear right answer.

Influence, Page 303

Once a stand is taken, there is a natural tendency to behave in ways that are stubbornly aligned with the stand.

The Messy Middle, Page 303

When presented with a statistic that has broad implications, your first question should be about its integrity. Where did it come from?

Sooner Safer Happier, Page 303

Teams should have the autonomy to self-manage, self-design, and self-govern within their boundaries.

Thinking, Fast and Slow, Page 304

If you are set to look for it, the asymmetric intensity of the motives to avoid losses and to achieve gains shows up almost everywhere.

Pour Your Heart Into It, Page 304

Holding yourself to a higher standard is expensive and time-consuming. It requires you to spend an enormous amount of time and money dealing with issues that many other companies would comfortably ignore. When the problems seem unsolvable, you have to keep after them.

Sooner Safer Happier, Page 304

Incentives should be aimed at teams rather than individuals, and be based on shared, measurable, team-level outcomes.