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The problem is that our ideas are sticky: once we produce a theory, we are not likely to change our minds—so those who delay developing their theories are better off. When you develop your opinions on the basis of weak evidence, you will have difficulty interpreting subsequent information that contradicts these opinions, even if this new information is obviously more accurate. Two mechanisms are at play here: the confirmation bias that we saw in Chapter 5, and belief perseverance, the tendency not to reverse opinions you already have. Remember that we treat ideas like possessions, and it will be hard for us to part with them.
The Black Swan
Nassim Nicholas Taleb
OKRs are not islands. To the contrary, they create networks—vertical, horizontal, diagonal—to connect an organization’s most vital work. When employees align with a company’s top-line goals, their impact is amplified. They stop duplicating efforts or working counterproductively against the grain. As brothers Mike and Albert Lee discovered while building MyFitnessPal, the world’s leading health and fitness app, strong alignment is critical to the day-to-day progress that kindles the next big leap.
Measure What Matters
John Doerr
For example, in April 2008, Vermont became the first U.S. state to allow a new type of business called the “low-profit limited liability company.” Dubbed an L3C, this entity is a corporation—but not as we typically think of it. As one report explained, an L3C “operate[s] like a for-profit business generating at least modest profits, but its primary aim [is] to offer significant social benefits.” Three other U.S. states have followed Vermont’s lead.4 An L3C in North Carolina, for instance, is buying abandoned furniture factories in the state, updating them with green technology, and leasing them back to beleaguered furniture manufacturers at a low rate. The venture hopes to make money, but its real purpose is to help revitalize a struggling region.
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