- People adapt, not companies
- We have three thinking modes: preacher, prosecutor, politician
- Mental power is not the same as mental dexterity
- People with high IQs tend to be able to identify patterns very quickly and thus fall into stereotyping very quickly
- Those who lack competence tend to have the most confidence, this is the Dunning-Kruger effect
- Experience is different than expertise
- Humility is to be grounded and understand that what you can achieve is different than understanding your skills
- We should be confident in our skills but humble in understanding the problem we are trying to solve
- Imposters tend to work harder and smarter because they have something to prove
- We need to detach our past-self from our present-self
- We need to also detach our identity from our opinions
- The most accurate forecasters reassess their predictions 3-4 times
- When you make a prediction, make a list of conditions that would make you change your mind
- Relationship conflict is bad for productivity; Task conflict is great for decision making
- Agreeable people are good for support
- Disagreeable people are good for rethinking
- Be careful of drowning out the quiet voices
- Starting with, “Can we debate?” is helpful to keep emotions out
- Focus on How not Why
- Fewer facts make a stronger case… If some facts can be dismissed then it is easier to dismiss the whole case
- Try examining a Strong Man, the benefits of their strongest argument
- Conversations about the conversation help sidestep emotional entanglements and can diffuse stubbornness
- Counter factual thinking can help build empathy for alternative viewpoints
- Imagine if you had been born in a different month and had a different sign and were discriminated against because you were born in a different month; how would you feel?
- “Ada-bra-ka-da-bra” is Hebrew for “I create as I speak”
- Sympathy often works better than attempting to fix things
- Boiling things down to two conflicting points encourages entrenchment
- Complexity is a signal of reality of credibility
- Ask your boss, “What are you working to improve right now?”
- Safety and accountability are important
- Focus on the outcome and process
- Commitment Escalation is a leading cause of preventable failures
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