Quotes

Management, Page 305

Failure to go out and look at actual results is the leading reason for persisting in a course of action long after it has ceased to be appropriate or even rational.

Mistakes Were Made (but not by me), Page 306

[Americans] think that making mistakes means they are stupid. That belief is precisely what keeps them from learning from their mistakes.

The Enthusiastic Employee, Page 306

…few workers want a laissez-faire environment – there is no pride in that.

The Enthusiastic Employee, Page 306

…quality is associated with traits that workers value – traits that are distinctly human, such as craftsmanship, dedication, and judgment.

Thanks for the Feedback, Page 306

Even if it’s done in the execution of your role, it feels terrible to hurt or upset others, and we quite reasonably try to avoid it when we can.

Mistakes Were Made (but not by me), Page 307

Understanding how dissonance operates helps us rethink our own muddles, and it’s also a useful skill for helping friends and relatives get out of theirs.

Thanks for the Feedback, Page 307

As you think about whether and how to give feedback, make sure to factor in the long-term consequences for the receiver as well as your own short-term identity discomfort.

Thanks for the Feedback, Page 308

People who have impossibly high standards for themselves can also hold impossibly high standards for others, resulting in a steady stream of coaching and negative evaluation, and a conspicuous silence around appreciation.

High Performance Habits, Page 308

Perennial dissatisfaction is the first step on the path to misery.

Thinking, Fast and Slow, Page 308

Unfairly imposing losses on people can be risky if the victims are in a position to retaliate.