| 16441 Quotes Found |
Thinking, Fast and Slow, Page 347
Intuitions about regret are remarkably uniform and compelling…
Management, Page 347
Capital… is the one key resource of the organization, and it is by no means the scarcest one. The scarcest resources in any organization are performing people.
The Messy Middle, Page 347
A great founder isn’t necessarily a great finisher. The final mile is a different sport, which means you need to bring on new kinds of coaches and employ different training tactics.
Management, Page 347
Strategy has to be based on information about markets, customers, and noncustomers; about technology in one’s own industry and others; about worldwide finance; and about the changing world economy. For that is where the results are.
Influence, Page 347
Mere reminders of past commitments can spur individuals to act in accord with those earlier positions, stands, or actions.
The Enthusiastic Employee, Page 347
An explicit vision and values statement is beneficial only if the company takes it seriously… bringing the messages conveyed by performance feedback and recognition into line with that statement.
The Enthusiastic Employee, Page 347
It is only through implementation of overarching goals and values that employees learn what the organization really cares about.
The Enthusiastic Employee, Page 347
Having serious gaps between words and deeds is worse than having no words at all because the gaps breed employee cynicism…
Thinking, Fast and Slow, Page 347
Decision makers know that they are prone to regret, and the anticipation of that painful emotion plays a part in many decisions.
Thinking, Fast and Slow, Page 348
…people expect to have stronger emotional reactions (including regret) to an outcome that is produced by action than to the same outcome when it is produced by inaction.