Quotes

Inspired, Page 301

…most organizations become worse in their ability to deliver consistent innovation as they grow, yet most people attribute this to staff quality, process, and communication issues of scale.

Thinking, Fast and Slow, Page 301

The brains of humans and other animals contain a mechanism that is designed to give priority to bad news.

High Performance Habits, Page 301

In almost all studies on expert performance, the major thing that made the difference was not a person’s innate talents, but the hours of exposure and deliberate practice.

Flawless Consulting, Page 302

…we need to build elements of surprise, discovery, and not knowing into our interaction with clients.

Flawless Consulting, Page 302

If learning and change are truly our intent, a slower, more demanding, and more deliberative approach is required.

The Enthusiastic Employee, Page 302

…healthy turnover [occurs] because people should not stay in jobs they dislike, and organizations should not want them to stay.

Management, Page 302

…unless one has considered alternatives, one has a closed mind.

Management, Page 302

The first rule in decision making is that one does not make a decision unless there is disagreement.

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.