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For instance, in one study, middle schoolers took a reading comprehension test wherein they read a passage about baseball. Those who had background knowledge about baseball scored higher, regardless of whether they’d been considered poor or good readers beforehand.2 What this and other studies like it tell us is, if we want our kids to be good at valuable skills like critical thinking, they need to know and understand the stuff they are critically thinking about.
In the early 1900s, Taylor, who believed businesses were being run in an inefficient, haphazard way, developed what he called “scientific management.” His invention was a form of “software” expertly crafted to run atop the Motivation 2.0 platform. And it was widely and quickly adopted. Workers, this approach held, were like parts in a complicated machine. If they did the right work in the right way at the right time, the machine would function smoothly. And to ensure that happened, you simply rewarded the behavior you sought and punished the behavior you discouraged. People would respond rationally to these external forces—these extrinsic motivators—and both they and the system itself would flourish.
When a mission-oriented meeting fails to accomplish the purpose for which it was called, the blame belongs to the chairman. Thus the chairman must have a clear understanding of the meeting’s objective—what needs to happen and what decision has to be made. The absolute truth is that if you don’t know what you want, you won’t get it. So before calling a meeting, ask yourself: What am I trying to accomplish? Then ask, is a meeting necessary? Or desirable? Or justifiable? Don’t call a meeting if all the answers aren’t yes.
High Output Management
Andrew S. Grove
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