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Simpson’s Paradox: A trend can appear in groups of data but disappear when these groups are combined. This effect can easily be exploited by limiting a dataset so that it shows exactly what one wants it to show. Thus: beware of even the strongest correlations.
MEGATHREAD TIME: In 40 T...
@G_S_Bhogal on Twitter
Instead of asking an implicitly judgmental question like, “Is this a person with high or low potential?” we encouraged managers to ask themselves questions like, “What growth trajectory does each person on my team want to be on right now?” or “Have I given everybody opportunities that are in line with what they really want?” or “What growth trajectory do my direct reports believe they are on? Do I agree? And if I don’t, why don’t I?” Sometimes people really want to grow and are capable of contributing more than they have been allowed to; at other times, they simply want more money or recognition but don’t really want to change the way they work or contribute any more than they do already. As the boss, you’re the one who’s going to have to know your direct reports well enough to make these distinctions and then have some Radically Candid conversations when you see things differently.
Einstein was deliberate in choosing which questions to tackle: In one of his more well-traveled quotes—which he may or may not have actually said—he reckoned that if he had an hour to solve a problem and his life depended on it, he’d spend the first fifty-five minutes making sure he was answering the right question. With so much evidence in its favor and with everyone from Einstein to Jobs in its corner, why, then, is questioning underappreciated in business, undertaught in schools, and underutilized in our everyday lives?
A More Beautiful Question
Warren Berger
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