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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
Only 10 to 20 percent of untrained people can stay calm and think in the midst of a survival emergency. They are the ones who can perceive their situation clearly; they can plan and take correct action, all of which are key elements of survival. Confronted with a changing environment, they rapidly adapt.
Deep Survival
Laurence Gonzales
The maximization machine should make the most of every single human within it, not just a rarefied subset. This notion that some people have lots of potential, while others don’t, leads us to miss the gloriously weird possibilities lying hidden in each and every team member, even the ones who, at first blush, seem to have little to offer the team’s future. If we have in our head a preconceived notion—even, as in the case of the Harvard Business Review definition, a detailed description—of what a hi-po should do, feel like, and act like, then we will cease to be curious about the many possible futures of each idiosyncratic person on our team.
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
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