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Nowhere can indicators—and paired indicators—be of more help than in administrative work. Having come to this realization, our company has been using measurements as a key tool to improve the productivity of administrative work for several years. The first rule is that a measurement—any measurement—is better than none. But a genuinely effective indicator will cover the output of the work unit and not simply the activity involved. Obviously, you measure a salesman by the orders he gets (output), not by the calls he makes (activity).
High Output Management
Andrew S. Grove
In fact, if you uttered the statement “Eighty percent of all the scientists who have ever lived are alive today” nearly anytime in the past three hundred years, you’d be right.
The Half-Life of Facts
Samuel Arbesman
Clarifying your thinking and explaining the origins of your ideas. (Why do I think this? What exactly do I think?) Challenging assumptions. (How do I know this is true? What if I thought the opposite?) Looking for evidence. (How can I back this up? What are the sources?) Considering alternative perspectives. (What might others think? How do I know I am correct?) Examining consequences and implications. (What if I am wrong? What are the consequences if I am?) Questioning the original questions. (Why did I think that? Was I correct? What conclusions can I draw from the reasoning process?)
The Great Mental Models
Shane Parrish, Rhiannon Beaubien
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